EMPLOYEE ENGAGEMENT AND LEADERSHIP ASSESSMENT

Taking the next step in leading your team requires a major shift from your side: from focusing on directing tasks to focusing on building a relationship with your team.

Sounds simplistic, but performance, wellbeing⁷ and results now all depend on how solid of a relationship you have with your team - and specifically via 2 factors³:

how much your team has trust in you.³
how well you can motivate them³

Numbers talk: trust in leadership directly influences 25% of performance and 94% of their good behaviours³, and teams that trust their leaders are 50% more productive and 40% less at risk of burnout.⁸

Motivating people the right way, instead, guarantees a 3:1 ROI² – i.e. the effort, work and time you will spend in motivating your team will come back to you three times as much.

That's the focus of hybrid leadership, and this test has been designed to give you precise, personalised and actionable indications of what you need to do to develop and master that focus.

Most importantly, all of this is based on solid scientific research. Gaining trust as a leader is based on possessing 3 qualities or traits¹, and being able to motivate others well is based on being able to answer to three basic needs.^{4, 5, 6}

This assessment has been designed precisely to measure those qualities and your ability to answer those needs. There are 33 statements in the assessment - for each one simply put how much you agree or disagree with it, the rest will come - enjoy!

How much do you agree with each statement on a scale from 1 to 7? 1=fully disagree; 7=fully agree

My team believes that I set clear and unequivocal goals for them

1 2 3 4 5 6 7

Each member of my team believes that the tasks I assign them are challenging but attainable for their personal level of skill

1 2 3 4 5 6 7

My team agrees that the way I distribute tasks across the team is balanced and fair

1 2 3 4 5 6 7

My team members believe that they receive the best possible resources from me to carry out the tasks I assign

1 2 3 4 5 6 7

Once a task is finished, I explicitly focus on the learnings this has generated for the team. My team is aware of this and appreciates it.

1 2 3 4 5 6 7

Everyone likes to be in the team I have built, they share a common team culture and believe their colleagues are the best ones for the job

1 2 3 4 5 6 7

If a decision I have taken leads directly to positive or negative consequences, I always take responsibility for it

1 2 3 4 5 6 7

When discussing with higher management, I always give appropriate credit to my team for the job they are doing or the results they have achieved.

1 2 3 4 5 6 7

When I need to solve a conflict, I don’t make preferences, I don’t favour my “friends” in the team

1 2 3 4 5 6 7

My team thinks that they are all rewarded or punished exactly the same way, and do not see any bias or difference in treatment from my side

1 2 3 4 5 6 7

I hold my promises and have never given my team any reason to doubt that I will not follow up on what I said

1 2 3 4 5 6 7

My team and I share similar life values and a similar work ethic

1 2 3 4 5 6 7

My team maintains that I’m always available to help and support them on difficult tasks

1 2 3 4 5 6 7

I offer to help my team more than they ask me for help

1 2 3 4 5 6 7

When I need to make a decision for a C-Level issue, I always ask my team for their input and take it into account

1 2 3 4 5 6 7

My team is happy with how I recognize and reward their efforts

1 2 3 4 5 6 7

I reward effort that leads to learning, regardless of results

1 2 3 4 5 6 7

I have a plan in place with each team member for their growth goals, and assign each person tasks and areas of work that contribute to that learning

1 2 3 4 5 6 7

I know my team's perspective extremely well and am sure that the answers I have given on their behalf on the previous questions would exactly match the answers they would give

1 2 3 4 5 6 7

I always give people in my team a choice on what tasks they would like to work on.

1 2 3 4 5 6 7

When I give a team member a choice between tasks, the options I give are those that I know they would be interested in.

1 2 3 4 5 6 7

I always explain the overall purpose or rationale of the tasks I ask my people to focus on.

1 2 3 4 5 6 7

I always ask my team members for their perspective about their own performance and try to understand it well before stating my own opinion about it

1 2 3 4 5 6 7

When a team member has taken a decision on a process he or she would like to follow to take care of a task or solve a problem, I support their choice and let them execute the process without interfering

1 2 3 4 5 6 7

I encourage my team members to take their own initiative at work, even beyond the tasks I assign

1 2 3 4 5 6 7

I provide each team member with sufficient support and opportunities to further develop his or her skills

1 2 3 4 5 6 7

The focus of my feedback is to acknowledge a person’s performance and skills, not to encourage specific behaviours.

1 2 3 4 5 6 7

I provide positive feedback more than negative feedback

1 2 3 4 5 6 7

I tend to drive performance more via feedback than via tangible incentives or punishments

1 2 3 4 5 6 7

I make a point to show that I always listen to what each team member has to say

1 2 3 4 5 6 7

I always take time to talk to my team

1 2 3 4 5 6 7

I always show the desire and initiative to create and maintain a relationship with each person in my team

1 2 3 4 5 6 7

When I need to assign a task that I know the other person does not want to do, I always take time to understand the background for their resistance and address it directly

1 2 3 4 5 6 7

WHAT IF YOU COULD IMPROVE YOUR EMOTIONAL INTELLIGENCE LEVELS?

Quick and actionable tips on emotional intelligence, are possibly the best way to go - and most of the time valid ones are difficult to come across. I've written a book, strongly connected to this free emotional intelligence test, that allows you to go beyond the theory and start seeing results as you read it.

As with everything from me, the book is still science-backed, and it's also actionable and applicable. You'll find a theoretical structure, sure, but also a dedicated practical section for each section in this test (as well as a printed version of this emotional intelligence test) that will allow you to direct your efforts effictively only where you need to.

GET THE BOOK

Sources

Burke, C. S., Sims, D. E., Lazzara, E. H., & Salas, E. (2007). Trust in leadership: A multi‑level review and integration. The Leadership Quarterly, 18(6), 606‑632. https://doi.org/10.1016/j.leaqua.2007.09.006 ↩︎
Forest, J., Gilbert, M.‑H., Beaulieu, G., Le Brock, P., & Gagné, M. (2014). Translating research results in economic terms: An application of economic utility analysis using SDT‑based interventions. In M. Gagné (Ed.), The Oxford Handbook of Work Engagement, Motivation, and Self‑Determination Theory (pp. 335‑346). Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199794911.013.021 ↩︎
Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016). Leader‑member exchange (LMX) and performance: A meta‑analytic review. Personnel Psychology, 69(1), 67‑121. https://doi.org/10.1111/peps.12100 ↩︎
Ryan, R. M., & Deci, E. L. (2017). Self‑Determination Theory: Basic Psychological Needs in Motivation, Development and Wellness. New York, NY: Guilford Press. https://doi.org/10.1521/978.14625/28806 ↩︎
Tafvelin, S., & Stenling, A. (2021). A Self‑Determination Theory perspective on transfer of leadership training: The role of leader motivation. Journal of Leadership & Organizational Studies, 28(1), 60‑75. https://doi.org/10.1177/1548051820962504 ↩︎
Tafvelin, S., & Stenling, A. (2018). Development and initial validation of the Need Satisfaction and Need Support at Work Scales: A validity‑focused approach. Scandinavian Journal of Work and Organizational Psychology, 3(1), 1‑15. https://doi.org/10.16993/sjwop.30 ↩︎
Van Tuin, L., Schaufeli, W. B., van Rhenen, W., & Kuiper, R. M. (2020). Business results and well‑being: An engaging leadership intervention study. International Journal of Environmental Research and Public Health, 17(12), 4515. https://doi.org/10.3390/ijerph17124515 ↩︎
Zak, P. J. (2017). The neuroscience of trust. Harvard Business Review, 95(1), 84‑90. https://hbr.org/2017/01/the-neuroscience-of-trust ↩︎

EMPLOYEE ENGAGEMENT AND LEADERSHIP ASSESSMENT

How much do you agree with each statement on a scale from 1 to 7? 1=fully disagree; 7=fully agree

WHAT IF YOU COULD IMPROVE YOUR EMOTIONAL INTELLIGENCE LEVELS?

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