Our evaluation model is based on scientific theories developed and validated by leading experts, adapted to the modern business world.
Our assessment model is one of the few, if not the only one, that clearly assesses the two fundamental aspects of Leadership: Style and Quality. Most are content with an assessment of Style, or mix the two concepts.
Our assessment model consists of 56 questions that clearly separate these two dimensions:
- Leadership style: what is your predominant style between Commitment, Soft Consensus, Laissez-faire, Autocracy?
- Leadership qualities: do you perform by providing "innovative quality" and "energising communication" with the right level of expectations ?
Our evaluation model will give you precise and practical guidance by measuring your leadership performance according to five key managerial situations: defining vision and structure of the organisation, managing activities and steering organisation performance, introducing Innovation & change, managing difficult situations, managing direct reports individual performance
Scientific concepts on which our leadership assessment model is based
A modern and pragmatic model
Our experts have developed our own model of leadership by building on the main theories of the science of leadership, in particular the "Managerial Grid" of Blake and Mouton (1964) and the "Transformational Leadership" developed by Bernard Bass (1985). From our strong experience in business and change management, particularly in major transformation projects, we have drawn three lessons to modernise and adapt these theories :
- The two dimensions of the managerial grid are adapted in two ways
- The dimension "importance of human relations" is all the more relevant as it is applied to the involvement of individuals in the organisation's thinking, decisions and construction of solutions; we have adapted the questions and renamed the dimension "involvement of individuals".
- The dimension "importance of production" is adapted to the context of the Leader's personal commitment, which allows a better understanding of the notions of leadership, decision-making and the role model of leadership; we have adapted the questions and renamed the dimension "Leader involvement".
- We assess the characteristics of the 'Transformational Leader' and not the effects of these characteristics on individuals (idealised influence, inspired motivation, intellectual stimulation, individualised consideration). The first are in fact what we really want to evaluate in a leader, the second are more elements that allow us to verify the theory or the expected impact.
- We have made these different models more actionable and concrete, consolidating and using them in typical managerial situations.
Our 1-3-5TM Leadership style and quality
Our 1-3-5TM Leadership evaluation model
allows you to make a complete, pragmatic assessment and to identify very clear and actionable levers for progress:
1 : Your Leadership Style
3 : Your three Leadership Qualities
5 : Application of the Leadership style and quality to the five management situations: Vision and structure, Activity and performance steering, Innovation and change, Difficult situations handling and individual performance management.
The Four Leadership Styles and the Magic Quadrant
You will be evaluated against 4 typical styles and positioned in the following matrix according to :
- your level of involvement in managerial activities, from totally involved to totally passive
- the way in which you involve other people, from totally involved with empathy to totally ignored
Although each style can be effective depending on the work environment or situations, the most effective on average is the "Engagement" style. This is the Magic Quadrant to be a Transformational Leader.
The three Leadership Qualities
Our assessment measures your performance on three key leadership criteria
- Innovative quality: technical competence, proposal of ideas or solutions of very good quality (pragmatic, robust, simple, etc.), innovative and adapted to each situation.
- Energising communication: communication with a clear and appropriate message, with passion but calm, at the right times and in a consistent manner over time
- Right expectations: ambitious and demanding, for yourself and others, while remaining reliable and fair with others
The five managerial situations
Our long experience of consulting in organisation and management in all types of industries and countries has enabled us to identify five key activities of a manager::
- Defining Vision and Structure of the organisation: Define the organization's vision and long-term objectives, define short-term objectives, define and clarify work methods (organizational structure, processes and methods, systems and tools)
- Managing Activities and steering organisation performance: Planning and coordination of activities, review of organizational performance (plans and achievement of results), decision making and priority setting, problem solving
- Introducing Innovation & change: introducing and managing innovation, improving or developing new working methods
- Managing difficult situations: managing crisis situations or highly uncertain situations, managing conflicts between employees and managers
- Managing direct reports individual performance: provide feedback and evaluate individual performance, define development plans and support individuals, make decisions about employees