Women and Leadership Self-Assessment

See Jane Lead: 99 Ways for Women to Take Charge at Work and in Life
by Lois P. Frankel, Ph.D.

(Page 6 of 6)

An essential ingredient of leadership success is the capacity to assess your own strengths and areas that need development - and make changes to your course when called for. Doing this allows you to model the way for your followers to do the same. Women are particularly good at this - it's why they read "Dear Abby," listen to Dr. Laura, and buy the majority of self-help books on the market! Here's an opportunity to identify your leadership strengths and opportunities for growth. Completing the following inventory will also provide you with a road map for making good use of this book.

Answer each of the following questions using the scale provided. Don't overthink your answers - go with your first instinct. Be as honest as possible. Don't indicate what you think you should do; note what you actually do. If you aren't currently in a leadership position, think of situations in which you may have been called on or had the opportunity to exhibit the behavior described and what you did in those situations. Most important, be candid. It will do you no good to try to look good. Similarly, don't be overly critical of yourself. In either case, you'll only be fooling yourself.

4 = Is characteristic of me nearly all the time

3 = Is usually characteristic of me

2 = Is sometimes characteristic of me

1 = Is rarely characteristic of me

1. I have a clear vision for where I want to take the people, organizations, or activities I lead.
2. I know how to assess a calculated risk.
3. I seek opportunities to speak before groups.
4. I identify and make good use of the individual talents that surround me.
5. I constantly communicate the need for seamless teamwork.
6. I can tell you my strengths and the areas that need development.
7. Being successful at what I do for a living is critically important to me.
8. My values play an important role in the vision and strategies I create.
9. I take risks in which others may not initially see the benefit.
10. My opinions are sought after by others.
11. My enthusiasm is contagious.
12. I identify collaborative opportunities for team members.
13. I'm comfortable in social situations.
14. I have unusually high energy and stamina levels.
15. I consciously choose to manage projects but lead people.
16. I don't get stuck in analysis paralysis.
17. I am among the first few people to speak in meetings when leaders ask for opinions or ideas.
18. I am able to help people see the benefits of doing things they may initially resist.
19. I plan team meetings in advance so as to make good use of team members' time.
20. I am able to read and respond appropriately to the nonverbal messages of others.
21. I exude self-confidence.
22. I take abstract ideas and turn them into tangible plans for the future.
23. I seek input from others before taking risks but don't over-rely on their opinions.
24. My communication style commands the attention of a group.
25. I regularly give people both positive and negative feedback.
26. I consciously align people behind the team's vision, mission, and goals.
27. I exhibit an upbeat and positive attitude even during difficult times.
28. I thrive on innovation.
29. I analyze data and situations before jumping in to take action.
30. I say things others may think but won't risk saying.
31. I provide data, facts, and figures to support my suggestions.
32. I believe most people strive for excellent performance.
33. I ensure that team roles and responsibilities are clear to all team members.
34. I monitor my moods and behaviors.
35. I am doggedly persistent.
36. I question tried-and-true ways of thinking and doing things.
37. I would rather err on the side of taking a risk than playing it safe.
38. I give my opinion in clear, certain terms.
39. I stretch myself and others to achieve things they never thought possible.
40. I coordinate team efforts, identify obstacles, and clear the way for team success.
41. I understand and am good at maneuvering through organizational politics.
42. I enjoy making independent decisions.
43. I work with followers to clearly articulate the overarching goal and steps needed to achieve it.
44. I trust my gut instincts and don't always need facts and figures to back them up.
45. I affirm commonalities among ideas.
46. I believe in the paradox of control: The more I have, the more I give away.
47. I hold people accountable and reward them for achieving team goals as well as their own.
48. People seem to naturally gravitate toward me.
49. I bounce back quickly from setbacks or unanticipated obstacles.

Transfer your answers for each question to the corresponding box on the following score sheet. Add your scores down each column, then add each of those scores across for a survey total. Unlike other surveys, I'm not going to tell you what represents a "good" or "bad" score. A "perfect" score would total 28 in each column, for an overall total of 196. If your score is less than perfect (and believe me, I know no one who is perfect), then you've got some areas to work on. Go back and closely examine the category in which you have your lowest score. This is the area that will require your immediate attention. Where is your highest score? This is the area of leadership that represents your greatest strength.

Copyright © 2007 by Lois P. Frankel, Ph.D.

About the Author

Dr. Lois P. Frankel is the president of Corporate Coaching International as well as the author of several books and numerous articles. She is internationally recognized as an expert in the field of workplace behavior. With over twenty years of experience in human resources development, she is a frequently invited guest on talk radio, television, conferences, corporate workshops, and retreats.