Ready to uncover the unique leadership styles and behaviours that can unleash leadership potential?
The Leading Edges assessment is your go-to tool for gaining valuable insights into how people lead and how they can grow as a leader.
By taking the assessment, you'll uncover hidden talents, understand your preferred ways of leading, and gain clarity on how to handle different leadership situations.
Benefits of the Leading Edges Assessment:
Take the first step toward becoming a more effective and impactful leader. Unlock your leadership potential with the Leading Edges assessment today!
 |
Structured Shows how much you enjoy participating within a system and how likely you are to encourage others to do the same |
|---|---|
|
Collaborative Indicates your likelihood of working willingly with the team, including others in things like decision-making and goal-setting |
|
Flexible Depicts your inclination to shift your ground to gain an advantage and to maintain your balance as you go |
|
Directive Reveals your preference for making centralised or unilateral decisions and for enforcing rules |
|
Strategist Reveals the relative preference for developing and implementing plans that optimize the group's position |
|
Tactician Demonstrates your inclination to turn things in your favour (or against your competitors), boosting your own team as a result |
|
Situationalist Portrays the predisposition to adapt quickly to events, grasping issues and figuring out situations as they evolve |
|
Functionary Assesses the probability that you apply your specialisms and skills when and where they're needed most |
|
Leader Summarizes the preference for things like negotiating contracts, getting others to act, and modelling effective behaviours |
|
Planner Indicates the degree to which you enjoy activities like estimating, preparation, analysis and setting the course |
|
Organiser Shows your affinity with marshalling resources, task assignment, resource selection and delegation |
|
Controller Displays your predisposition towards establishing performance standards, guidelines and routines that others must follow |
The disruption and devastation caused by the COVID-19 pandemic has changed the world. Not only has it taken the lives of more than 5 million people around the world, it has also seriously wounded the global economy.
A staggering 20% of senior management positions remain empty in the NHS – a figure that goes up to 37% in mental health. As demand for health and social care services go up in a context of recession and an ageing population, it appears that nobody wants to take the lead when it comes to jobs in health and social care.
Forget the gadgets and “lifehacks” to increase productivity, my research with Julia Milner shows that managers need to become coaches to get the best out of their employees.
