Leadership Strengths Questionnaire

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3.2 Leadership Strengths Questionnaire
Purpose
1. To develop an understanding of your leadership strengths.
2. To rank your strengths in selected areas of performance.
Directions
1. Please answer the statements below in terms of whether the statement describes what you are like.
2. For each of the statements, circle the number that indicates the degree to which you feel the statement is
like you.
1. I am an energetic participant when working with
others. 1 2 3 4 5
2. Brainstorming is one of my strengths. 1 2 3 4 5
3. I am good at encouraging coworkers when they
feel frustrated about their work. 1 2 3 4 5
4. I want to know “why” we are doing what we are
doing. 1 2 3 4 5
5. I look for common ground in opposing opinions of
others. 1 2 3 4 5
6. I enjoy implementing the details of projects. 1 2 3 4 5
7. I like to explore creative approaches to problems. 1 2 3 4 5
Statements
Very
Much
Unlike
Me
Unlike
Me Neutral Like Me
Very
Much
Like Me

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8. I go out of my way to help others feel good about
their accomplishments. 1 2 3 4 5
9. Examining complex problems or issues is one of
my strengths. 1 2 3 4 5
10. I am a mediator in conflict situations. 1 2 3 4 5
11. I stick with the task until the work is completed. 1 2 3 4 5
12. I can initiate change, if it is needed, when
working with others. 1 2 3 4 5
13. I show concern for the personal well-being of
others. 1 2 3 4 5
14. I like to consider various options for doing
things. 1 2 3 4 5
15. I am effective communicating with people who
are inflexible. 1 2 3 4 5
16. I try to follow through with ideas so that the
work gets done. 1 2 3 4 5
17. I enjoy creating a vision for a work-related
project. 1 2 3 4 5
18. I am the “glue” that helps hold the group
together. 1 2 3 4 5
19. I like exploring the details of a problem before
trying to solve it. 1 2 3 4 5
20. I can draw the best out of people with diverse
opinions. 1 2 3 4 5

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21. I like making to-do lists so that the work gets
completed. 1 2 3 4 5
22. I can “think outside of the box.” 1 2 3 4 5
23. Encouraging others comes easily for me. 1 2 3 4 5
24. I like thinking things through before engaging in
work projects. 1 2 3 4 5
25. I am good at finding common ground when a
conflict is present. 1 2 3 4 5
26. I enjoy scheduling and coordinating activities so
the work is completed. 1 2 3 4 5
27. I am good at developing new ideas for others to
consider. 1 2 3 4 5
28. I am good at encouraging others to participate on
projects. 1 2 3 4 5
29. I like to explore problems from many different
perspectives. 1 2 3 4 5
30. I am effective at helping coworkers reach
consensus. 1 2 3 4 5
Submit
Scoring
1. Sum the responses on items 1, 6, 11, 16, 21, and 26 (implementer score).

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2. Sum the responses on items 2, 7, 12, 17, 22, and 27 (innovator score).
3. Sum the responses on items 3, 8, 13, 18, 23, and 28 (encourager score).
4. Sum the responses on items 4, 9, 14, 19, 24, and 29 (analytic score).
5. Sum the responses on items 5, 10, 15, 20, 25, and 30 (mediator score).
Total Scores
1. Implementer: 26
2. Innovator: 27
3. Encourager: 24
4. Analytic: 25
5. Mediator: 25
Scoring Interpretation
The Leadership Strengths Questionnaire is designed to measure your strengths in the areas of
implementation, innovation, encouragement, analysis, and mediation. By assessing the rank order of your
scores, you can determine the areas in which you have the greatest strengths and the areas in which you are
weaker. A high score in a certain area indicates where you are strong; a low score shows where you are
weak. As discussed in this chapter, every person has multiple strengths. In addition to the strengths revealed
by the Leadership Strengths Questionnaire, you may wish to complete other strengths assessments to obtain
a more complete picture of all of your strengths.
1. If your score is 26–30, you are in the very high range.
2. If your score is 21–25, you are in the high range.
3. If your score is 16–20, you are in the moderate range.
4. If your score is 11–15, you are in the low range.
5. If your score is 6–10, you are in the very low range.
Suggestions for Improving Your Leadership
Implementer
Very High Implementer Score: 26–30

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A very high implementer score indicates that you excel at sticking to the task and remain committed to
accomplishing goals. You enjoy beginning a project and leading a group of people to accomplish that
project, not stopping until the project is complete and meets the agreed-on standards. Persistence is a
quality that you both admire and practice. A high implementer score may also indicate you prefer to live
in an orderly fashion. For example, you may create daily or weekly to-do lists and enjoy crossing off each
task on the list. To further improve your high implementer leadership style, please consider the following
suggestions:
Lead an organization/club to accomplish a stretch goal (i.e., a goal that goes above and beyond an existing
goal). Make a list of the steps necessary to reach this goal and begin taking the necessary actions to
complete each step.
Offer to develop a long-term strategic plan for an organization or club if one does not exist already.
Make a deliberate point to focus on the details of your next project or activity. As the cliché states, the
devil is in the details.
Consider mentoring someone who struggles with implementation. Share tips and best practices that work
for you. You may want to check in with this person periodically to make sure project details are being
implemented correctly.
When working in culturally diverse groups recognize that expressing this strength area might not be
universally appreciated.
Innovator
Very High Innovator Score: 26–30
A very high innovator score indicates that you excel at creating new ways to do things and providing
creative ideas for your organization. Leaders who have the strength of innovation are great at leading
brainstorming sessions, developing new ideas, and finding unique solutions to common processes or
problems. Innovators create an atmosphere of creativity and intellectual stimulation that is an asset to any
organization. Additionally, innovative leaders can effectively lead change in an organization by providing
everyone with a purpose and plan. To further improve your ability to innovate, please consider engaging
in the following actions:
Focus on how an existing procedure can be improved as problem-solving can help stimulate creativity.
Help another leader in your organization create a vision for an upcoming project. Visions are helpful for
any project, regardless of the scope or duration.
Listen intently to another member’s idea and then ensure that idea is heard and discussed by the
organization/club. Knowing that each individual’s ideas will be heard fosters an atmosphere of creativity
within an organization.
Make your followers’ work stimulating and challenging. Mundane or repetitive work can stifle creativity.
Consider mentoring someone who struggles with innovation. Share tips and best practices that work for
you. You may want to check in with this person periodically to see if he or she needs help brainstorming
or mindmapping new ideas.
When working in culturally diverse groups recognize that expressing this strength area might not be
universally appreciated.
Encourager

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High Encourager Score: 21–25
A high encourager score indicates that you excel at fostering team cohesiveness through affirming words,
uplifting expressions, and demonstrating an upbeat, positive attitude. You can create synergy by making
others feel good about themselves and their accomplishments. Encouraging leaders focus on the positive
and find ways to celebrate the small victories within their organization. Positivity is a great leader strength
that creates effective and productive relationships among people that facilitates goal accomplishment. To
further improve your ability to encourage others, please consider engaging in the following actions:
Create a “positivity” award within your organization that highlights the most positive person each month.
Creating awareness about positivity and recognizing those with positive attitudes can foster a more
positive group environment.
Handwrite notes to three people each week complimenting them on a positive behavior they exhibited
(e.g., an act of kindness toward someone else, an optimistic perspective despite challenging
circumstances).
Model encouragement for others by publically recognizing follower accomplishments, always saying
“thank you” and “please,” and celebrating organizational accomplishments.
When working in culturally diverse groups recognize that expressing this strength area might not be
universally appreciated.
Analytic
High Analytic Score: 21–25
A high analytic score indicates that you have strengths for analyzing complex problems and will carefully
consider your options before determining the correct course of action. You may also excel at focusing on
details or underlying situational factors. Leaders who are attuned to nuances and details understand that a
minor aspect of a situation or problem can present the greatest challenges or contribute to inefficiencies,
lack of productivity, or poor decision-making. Analytic leaders excel at providing clarity and focus when
ambiguity and confusion create uncertain situations for organizations. To further improve your analytic
strength, please consider engaging in the following leader actions:
Acknowledge that change is vital to organizations. Focus on creating an atmosphere within your
organization that challenges the status quo.
After determining the best solution for a problem or a complex situation, lead a brainstorming or
mindmapping session to help identify future problems you can address now.
Promote diversity. Surrounding yourself with people with different backgrounds and perspectives will
help you develop a wide range of possible solutions to a problem.
When working in culturally diverse groups recognize that expressing this strength area might not be
universally appreciated.
Mediator
High Mediator Score: 21–25

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A high mediator score indicates that you excel at achieving consensus and effectively managing conflict.
Your ability to find common ground and mediate conflicts is a tremendous, leader strength and greatly
serves the members of your organization. Leaders must find ways to ensure all voices are heard and
considered within a group or organization, bringing about the best solutions to problems or difficult
situations. Mediating conflict, bringing about consensus, and ensuring diverse views are heard promotes
synergy. To further improve your ability to reach consensus and resolve conflict, please consider engaging
in the following leader actions:
Establish a mediation process within your organization if one does not currently exist. Having a defined
process for managing conflict can assist leaders in determining the root cause of the conflict and the best
course of action.
Volunteer to lead or develop conflict resolution sessions within your organization in an effort to help
others navigate conflict.
Mentor others who struggle with conflict (e.g., someone who avoids conflict at all costs or someone who
always seems to be at odds with others in the organization). Help them understand best practices for
understanding conflict and achieving consensus.
When working in culturally diverse groups recognize that people may respond differently to this strength
area.
Summary
Engaging people’s strengths to maximize their value to a group or organization is a great way for leaders to
build credibility while best serving their group or organization. People who use their strengths and
maximize their potential enjoy their work more, are more efficient and productive, tend to remain loyal to a
leader and/or organization, and assist in creating a positive work climate. Everyone enjoys success and those
who work to their fullest potential by using what they do best serve both themselves and others. Strengths-
based leadership is becoming more popular as leaders realize the tremendous value of using one’s best
qualities and attributes for successful performance. Leaders who leverage the strengths of others create win-
win climates within their organizations that increase productivity and advance that organization toward
achieving its goals and vision.
Disclaimer
These questionnaires and summaries are intended to help you understand the process of leadership through
practical application and self-assessment. They are not designed to be used as personality assessments or for
personnel evaluation. They are only one snapshot of your responses on a given day. The scores you receive
are subjective and could change if you completed the questionnaires at a different time or in a different
place. No matter what, you should check your responses with reality. If they are consistent and valid with
what your experiences are, that is good. If they do not match, you are free to disregard this feedback. Taken
collectively, the overall goal of these questionnaires is to help you understand and develop your own
leadership style and ability. Neither SAGE nor the Author assumes nor shall have any liability for injury
and/or damage directly or indirectly arising out of or related to any of the material in this book. All opinions
expressed by authors and quoted sources are their own and do not necessarily reflect the opinions of the
publisher.