领导力360度评估报告.doc
《领导力360度评估报告.doc》由会员分享,可在线阅读,更多相关《领导力360度评估报告.doc(44页珍藏版)》请在三一文库上搜索。
1、Jon WarnerLeadership Effectiveness360 feedback reportMonday, 17 December 2001Private & confidential IntroductionThe following information is provided to help you to navigate the extensive information that is included in this Leadership Effectiveness output report.1. Overall summary chartThe summary
2、results chart provides a quick visual representation of your scores in eight categories that make up the Leadership Effectiveness profile. Scores upon which to most concentrate are above 3.5, which are considered to be strong and scores below 2.75, which may be in need of further development. Please
3、 note that these category scores are averages. Individual question scores can be viewed by clicking on the categ2. Category description pagesThis report contains three output pages for each of the eight categories. The first of these three pages explains the category, list average scores and then pr
4、ovides high and low score interpretation notes. The second page provides a graphical representation of individual question scores. The third page in the set provides broadly based improvement actions for those individuals wanting to develop their competencies in the overall category.3. 10/10 ReportT
5、he 10/10 Report page provides the raw scores for the top 10 highest scoring questions and the bottom 10 lowest scoring questions out of the 96. It also identifies the categories to which these questions belong.4. Course and Reading suggestionsThis output report includes development suggestions for t
6、he two lowest scoring categories out of the eight. These suggestions include training courses that may prove helpful, as well as specific books that may provide some useful additional information.5. Free form commentsAny comments offered by individuals are presented in each of the eight categories u
7、sing the headings of KEEP, STOP and START.6. Development PlanThe development plan takes the five lowest scoring questions on aggregate and puts them into a single page template for individuals to record the specific actions that they plan to take as a result of their feedback during the forthcoming
8、twelve month period. Individuals may draw upon any of the general guidance offered in their feedback report, or perhaps more usefully, draw upon the coaching tips ideas that are also included (see next section)7. Coaching tipsThe overall output report includes detailed coaching tips for the five low
9、est scoring questions on aggregate (consistent with the one page development plan). These coaching tips provide not only elaborative information about the particular questions but provide some specific advice on what individuals might do to improve their skills or learn new behaviors in the future.O
10、VERALL SUMMARYThe above chart is sorted in descending order of gaps. The gap is the difference between your summary score and the average of those that rated you.Norm bars shown on this chart are the progressive average aggregate scores of all team leaders and peers rating individuals on this questi
11、onnaire.Leadership Effectiveness ProfileEMOTIONAL INTELLIGENCEEmotional intelligence looks at our capacity to recognize, understand and harness our own feelings and the feelings of others. This category asks the question How intelligently aware and controlling is the person of their own emotional re
12、actions and of those around them?InterpretationLOW (less than 2.75)Scales predominantly in the ones and twos (occasionally and almost never) are likely to mean that you will almost entirely seek to separate feelings and emotions from the task of leadership. People with relatively low levels of emoti
13、onal intelligence about leadership are likely to avoid taking on a leadership role at all. However, if they do, they prefer to manage systems or resources in preference to people directly.A low score person will be likely to lead others by the book rather than to rely on their own judgment or intuit
14、ion. Where they find themselves in a leadership position, these individuals will often look to lead from the front, with or without peoples support, adopting a command and control style.HIGH (greater than 3.5)Scales predominantly in the fours and fives (almost always and very frequently) are likely
15、to mean that you will be someone that reflects regularly and deeply on what good leadership might be in terms of the perceptions of others, as well as yourself. You are also likely to think about how you can continue to make helpful interventions through the pursuit of a strong set of personal value
16、s and beliefs.A high score person will be likely to listen to people carefully and calmly before looking to adopt a particular leadership role (if it is deemed to be appropriate at all!). Such individuals will seek to create a trusting and sincere climate in which good decisions can come from anyone
17、 with the best ideas. The above chart is sorted in descending order of gaps. The gap is the difference between your summary score and the average of those that rated you. Norm bars shown on this chart are the progressive average aggregate scores of all team leaders and peers rating individuals on th
18、is questionnaire.Leadership Effectiveness ProfileEMOTIONAL INTELLIGENCEEmotional intelligence looks at our capacity to recognize, understand and harness our own feelings and the feelings of others. This category asks the question How intelligently aware and controlling is the person of their own emo
19、tional reactions and of those around them?Improvement actionsThe low scorer needs to think much more deeply about their own personal style and way of operating, and recognize that it can always be improved or adjusted to suit the styles or responses of people that may be very different to yourself.
20、Being self-critical and recognizing your own shortfalls is no easy task, and will need a sustained effort and lots of support and constructive feedback from others.Emotional Intelligence Think deeply about your own personal values and share them with your colleagues Gather the opinions or views of p
21、eople around you (your supervisor, peers, and team members) Take time to quietly reflect upon how you are perceived and how you personally feel about the feedback. Look to use the feedback to plan how you might modify your behaviour (building on the positives and lessening or eliminating the negativ
22、es). Think about what you might be able to do to serve your fellow colleagues and team members more effectively Leadership Effectiveness ProfileCONTEXTUAL THINKINGContextual thinking looks at how well the individual links specific events, tasks and actions in a wider perspective or pattern. This cat
23、egory asks the question How effectively do you connect related and unrelated information to make sense of what we experience?InterpretationLOW (less than 2.75)Scales predominantly in the ones and twos (occasionally and almost never) are likely mean that you may often miss the possible connections be
24、tween occurrences or events, or to be confused or bemused by some situations that you encounter. Such individuals prefer to focus analytically on how things come about, rather than to ask why they have occurred at all. They may therefore overly rely on past experience as the only guide to understand
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 领导 360 评估 报告
链接地址:https://www.31doc.com/p-936348.html