Inventory

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Welcome to the Leadership Intelligence Inventory.

This inventory measures your level in each of the five key leadership intelligences. While the tool is comprehensive to profile relative usage of various intelligences when facing complexities at work, it is designed to complement other psychometric instruments.

The inventory is divided into two sections and should take approximately 10 minutes to complete. Kindly respond to all the questions and complete the inventory by Sunday, August 27th, at 10:00 pm.

Rest assured that any information you provide will be treated with the utmost confidentiality. Your input will serve as valuable references for benchmarking your scores. The results will be discussed collectively as a group during the session, while maintaining the confidentiality of individual identities.

If you are satisfied with this information and ready to begin the inventory, please click “Next”.

Section 1

What is your current level of responsibility?

Board/Governance (responsible for oversight)Top Management (responsible for strategic decisions)General Management (responsible for both strategic and operational decisions)Divisional/Sectoral/Functional Management (mainly responsible for making and actioning operational decisions)

What is your age group?

18 to 34 years35 to 44 years45 to 54 years55 to 64 years65+ yearsPrefer not to say

Section 2

In the upcoming pages, you will find 30 pairs of statements that describe potential behavioral responses in specific situations. For each pair, kindly:

Mark the statement that best represents your behavior.
Aim to make your choice without overthinking each pair.
In some cases, neither statement may be very typical of your behaviour, and we understand that it may be difficult to make a choice, kindly select the response that you would most likely use in the situations described.

1. At meetings:

A. I pursue my own agenda, irrespective of the views of othersB. I treat everyone equally so that each has the chance to have their say

2. With your boss/line manager:

A. I am sensitive to his/her mood, which has an impact on what I sayB. I have the courage to say what needs to be said, irrespective of his/her mood

3. With your team:

A. I insist that decisions reached are supported by well-structured argumentB. I am receptive to those who agree with my view so that I get my way

4. With clients:

A. I analyze our performance in detail to improve the quality of serviceB. I influence their expectations so that it works to my benefit

5. Making your case:

A. I willingly share information by being open and transparentB. I have the means within me to resist any criticism faced

6. Giving feedback (to your boss/line manager):

A. I put a positive spin on things so that it reflects better on meB. I say what needs to be said, irrespective of the consequences

7. Giving feedback (to your subordinates/direct reports):

A. I am open and sincere by explaining why it has been givenB. I systematically go through the issues that need to be addressed

8. Giving feedback (to your peers):

A. I have a sense of how he/she will react before feedback is givenB. I am open and sincere by explaining why it has been given

9. Making a presentation:

A. I sequence the points I want to make in a clear and rational mannerB. I deliver based on a sense of what the audience wants to hear

10. Receiving feedback:

A. I am strong enough to hear and act upon whatever has been said B. I respect feedback that has been rationally thought through

11. At meetings:

A. I use rational arguments that lead to a logical conclusionB. I am driven by people’s feelings and sensitivities when coming to a conclusion

12. With your boss/line manager:

A. I position what I say to conform to his/her views on the subject B. I respond better to an issue when there is mutual respect

13. With your team:

A. I get the best out of them by being sensitive to how each member feelsB. I toughen them up to so that they are able to handle difficult situations

14. With clients:

A. I build lasting relationships through my transparent approachB. I become a stronger person through their challenging approach

15. Making your case:

A. I am drawn by the sentiments in the room so as not to offendB. I know how far I can take each person so as to gain a majority

16. Giving feedback (to your boss/line manager):

A. I have a sense of how he/she will react before feedback is givenB. I systematically go through the issues that need to be addressed

17. Giving feedback (to your subordinates/direct reports):

A. I put a positive spin on things so that it reflects better on meB. I say what needs to be said, irrespective of the consequences

18. Giving feedback (to your peers):

A. I systematically go through the issues that need to be addressedB. I say what needs to be said, irrespective of the consequences

19. Making a presentation:

A. I am able to play to the audience so as to gain supportB. I say what is ethically right and proper, irrespective of the audience

20. Receiving feedback:

A. I appreciate it when I am dealt with as equally as anybody elseB. I am aware that the other person is sensitive to how I could react

21. At meetings:

A. I am able to face up to any criticism from those in the meetingB. I treat everyone equally so that each has the chance to have their say

22. With your boss/line manager:

A. I methodically present my case to get my point of view acrossB. I position what I say to conform to his/her views on the subject

23. With your team:

A. I involve each member by giving them the opportunity to have a sayB. I am receptive to those who agree with my view so that I get my way

24. With clients:

A. I am influenced by the concerns and sensitivities of each clientB. I analyze our performance in detail to improve the quality of service

25. Making your case:

A. I am drawn by logical argument that is supported by evidenceB. I am drawn by the sentiments in the room so as not to offend

26. Giving feedback (to your boss/line manager):

A. I am open and sincere by explaining why it has been givenB. I say what needs to be said, irrespective of the consequences

27. Giving feedback (to your subordinates/direct reports):

A. I have a sense of how he/she will react before feedback is given B. I systematically go through the issues that need to be addressed

28. Giving feedback (to your peers):

A. I put a positive spin on things so that it reflects better on meB. I have a sense of how he/she will react before feedback is given

29. Making a presentation:

A. I am not afraid to raise the uncomfortable issue with the audienceB. I say what is ethically right and proper, irrespective of the audience

30. Receiving feedback:

A. I welcome it when the other person says what they want me to hearB. I am strong enough to hear and act upon whatever has been said

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