1. Leading Your Team Like You Mean It
Like a Boss
Leading Your Team Like You Mean It

2. Something Funny...

4. Leadership Skills Test

5. Personal Characteristics
I doubt myself and my ability to succeed.
Not at All 5
Rarely 4
Sometimes 3
Often 2
Very Often 1

6. Personal Characteristics
I am highly motivated because I know I have what it takes to be successful.
Not at All 1
Rarely 2
Sometimes 3
Often 4
Very Often 5

7. Personal Characteristics
I get upset and worried quite often about things going on in the workplace
Not at All 1
Rarely 2
Sometimes 3
Often 4
Very Often 5

8. Personal Characteristics
I’m optimistic about life, and I can see beyond temporary setbacks and problems.
Not at All 1
Rarely 2
Sometimes 3
Often 4
Very Often 5

9. Personal Characteristics
When someone is upset, I try to understand how he or she is feeling.
Not at All 1
Rarely 2
Sometimes 3
Often 4
Very Often 5

10. Personal Characteristics
I feel threatened when someone criticizes me.
Not at All 5
Rarely 4
Sometimes 3
Often 2
Very Often 1

11. Transformational Leadership
When circumstances change, I struggle to know what to do to make things work.
Not at All 5
Rarely 4
Sometimes 3
Often 2
Very Often 1

12. Transformational Leadership
I enjoy planning for the future.
Not at All 1
Rarely 2
Sometimes 3
Often 4
Very Often 5

13. Transformational Leadership
Time spent worrying about team morale is time wasted.
Not at All 5
Rarely 4
Sometimes 3
Often 2
Very Often 1

14. Transformational Leadership
When working with a team, I encourage everyone to work toward the same overall objectives.
Not at All 1
Rarely 2
Sometimes 3
Often 4
Very Often 5

15. Transformational Leadership
I expect my people to work harder than I do.
Not at All 5
Rarely 4
Sometimes 3
Often 2
Very Often 1

16. Transformational Leadership
My actions show people what I want from them.
Not at All 1
Rarely 2
Sometimes 3
Often 4
Very Often 5

17. Transformational Leadership
I expect nothing less than top-notch results from people.
Not at All 1
Rarely 2
Sometimes 3
Often 4
Very Often 5

18. Transformational Leadership
I make exceptions to rules and expectations – it’s easier than being the enforcer all the time!
Not at All 5
Rarely 4
Sometimes 3
Often 2
Very Often 1

19. Transformational Leadership
When assigning tasks, I consider people’s skills and interests
Not at All 1
Rarely 2
Sometimes 3
Often 4
Very Often 5

20. Transformational Leadership
I think that how someone feels about their assigned tasks shouldn't be allowed to get in the way of performance and productivity.
Not at All 5
Rarely 4
Sometimes 3
Often 2
Very Often 1

21. Transformational Leadership
I make time to learn what people need from me, so that they can be successful.
Not at All 1
Rarely 2
Sometimes 3
Often 4
Very Often 5

22. Transformational Leadership
I think that teams perform best when individuals keep doing the same tasks and perfecting them, instead of learning new skills and challenging themselves.
Not at All 5
Rarely 4
Sometimes 3
Often 2
Very Often 1

23. Leadership Skills and Competencies
Self Confidence (10)
Positive Attitude and Outlook (10)
Emotional Intelligence (10)
Providing a Compelling Vision of the Future (10)
Motivating People to Deliver the Vision (10)
Being a Good Role Model (10)
Managing Performance Effectively (10)
Providing Support and Stimulation (20)

24. Self Confidence
(Questions 1&2)

25. Behavior Associated with Low Self-Confidence
Confident Behavior
Behavior Associated with Low Self-Confidence
Doing what you believe to be right, even if others mock and criticize you
Governing your behavior based on what other people think
Being willing to take risks and go the extra mile to achieve better things
Staying in your comfort zone, fearing failure, and so avoid taking risks
Admitting your mistakes, and learning from them
Working hard to cover up mistakes and hoping that you can fix the problem before anyone notices
Waiting for others to congratulate you on your accomplishments
Extolling your own virtues as often as possible to as many people as possible
Accepting compliments graciously
“Thanks, I really worked hard on that, I’m pleased you recognized my efforts.”
Dismissing compliments offhandedly
“Oh, it was nothing really. Anyone could have done it.”

26. Positive Attitude and Outlook
(Questions 3&4)

28. Emotional Intelligence
(Questions 5&6)

29. Emotional Intelligence

30. Providing a Compelling Vision for the Future
(Questions 7&8)

31. Providing a Compelling Vision for the Future

32. Motivating People to Deliver the Vision
(Questions 9&10)

34. Motivating People to Deliver the Vision
We are a group of dynamic, compassionate, friendly, hardworking people who are passionate about helping others. (4.76)
We share thoughts and ideas to make our program better (4.14)
We support each other to find the best solution to the callers problems (4.64)
We are committed to creating a work environment that helps each member of the team feel like they are a part of something positive. (4.32)
We communicate by expressing ideas and opinions and giving and accepting honest and constructive feedback. (3.85)
We like to take advantage of opportunities to diversify our work and build professional skills while seeking to understand the human services system better. (3.94)
We recognize each other for the good work that is done on a daily basis (4.35)
We function best in an environment where programmatic and individual expectations are clearly outlined, conveyed and followed through on. (4).

38. What we chose as a group...
We are committed to creating a work environment that helps each member of the team feel like they are a part of something positive.
We function best in an environment where programmatic and individual expectations are clearly outlined, conveyed and followed through on.
We communicate by expressing ideas and opinions and giving and accepting honest and constructive feedback.

39. Being a Good Role Model
(Questions 11&12)

40. Being a Good Role Model
“So why should leaders be outstanding role models who lead by example?
Beyond the ethical considerations, there’s an exceedingly practical one: It’s effective.
It makes people want to follow.
On the flip side of this behavioral coin, being a poor role model, behaving badly, abusing power, not adhering to the same standards you ask others to… is the easiest and most needless way to undermine your own authority.
No exaggeration: I’ve personally seen high-powered careers obliterated and powerful companies almost brought to their knees by reckless leadership behavior. And the real tragedy is it’s entirely preventable. It has nothing to do with ability, but with judgment and self-discipline.”

41. Managing Performance Effectively
(Questions 13&14)

42. Managing Performance Effectively

43. Providing Support and Stimulation
(Questions 15,16,17&18)

44. Providing Support and Stimulation