The Leadership Framework

This document provides a self-assessment tool for individuals in the healthcare industry to develop their leadership skills. It covers domains such as personal qualities, working with others, managing services, improving services, setting direction, and creating the vision. The tool includes statements for each domain and allows individuals to rate themselves on their proficiency in each area.

Leadership Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved. 1
The Leadership Framework
Self assessment tool
Leadership in the health and care services is about delivering high q
services to patients by:
· demonstrating personal qualities
· working with others
· managing services
· improving services
· setting direction
· creating the vision, and
· delivering the strategy.
Staff will exhibit a range of leadership behaviours across these seven domains dependent on the context in which they oper
essential that all staff are competent in each of the five core leadership domains: demonstrating personal qualities, wo
others, managing services, improving services and setting direction. The other two domains, creating the vision a
the strategy, focus more on the role and contribution of individual leaders.
To help users understand and apply the Leadership Framework each domain is divided into four
elements and each of these elements is further divided into four descriptive statements which
describe the behaviours all staff should be able to demonstrate.
The Clinical Leadership Competency Framework (CLCF) and Medical Leadership Competency
Framework (MLCF) are also available to specifically provide staff with clinically based examples and
learning and development scenarios across the five core domains shared with the Leadership
Framework.
Please visit www.leadershipacademy.nhs.uk/lf to learn more about the framework and how it can
be used and applied.
Self assessment tool
This self assessment tool aims to help you manage your own learning and development by allowing you to reflect on whic
of the leadership framework you would like to develop further.
Please note that the information you provide is not stored anywhereon the website. We recommend you download and save this
document so that you can refer back to it when reviewing your development plans.
A development module is available to support your leadership development at
www.leadershipacademy.nhs.uk/leadership-development-module
You will also find a personal action plan template starting on page 10.
Leadership Academy
CLCF/MLCF

Leadership Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved. 2
1. Demonstrating Personal Qualities
Effective leadership requires individuals to draw upon their values, strengths
and abilities to deliver high standards of service. To do so, they must
demonstrate effectiveness in:
• Developing self awareness by being aware of their own values, principles
and assumptions, and by being able to learn from experiences
• Managing yourself by organising and managing themselves while taking
account of the needs and priorities of others
• Continuing personal development by learning through participating in
continuing professional development and from experience and feedback
• Acting with integrity by behaving in an open, honest and ethical manner.
Look at statements below:
• On the scale next to each statement, choose a rating that
reflects how frequently it applies to you
• Total your scores after each domain and reflect on how you have
scored yourself
To work through the Leadership Development Module for this domain,
go to www.leadershipacademy.nhs.uk/leadership-development-module/demonstrating-personal-qualities
Total your scores and reflect on what you have given yourself. If you have mainly red and orange circles in any par
domain, these domains may be areas you wish to develop further. If you have green circles then check that these a
overplayed strengths. An overplayed strength could be a behaviour you over rely on and one which might impact n
your performance.
DEMONSTRATING PERSONAL QUALITIES
Developing Self Awareness
I reflect on how my own values and principles influence my behaviour and
impact on others
I seek feedback from others on my strengths and limitations and modify
my behaviour accordingly
I remain calm and focused under pressure
I plan my workload and deliver on my commitments to consistently high
standards demonstrating flexibility to service requirements
I actively seek opportunities to learn and develop
I apply my learning to practical work
I act in an open, honest and inclusive manner - respecting other people’s
culture, beliefs and abilities
I speak out when I see that ethics or values are being compromised
TOTAL
Managing Yourself
Continuing Personal Development
Acting with Integrity
A lot of the
time
Some of the
time
Very little /
None of the
time

Leadership Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved. 3
2. Working with Others
Effective leadership requires individuals to work with others in teams and
networks to deliver and improve services. To do so, they must demonstrate
effectiveness in:
• Developing networks by working in partnership with patients, carers,
service users and their representatives, and colleagues within and across
systems to deliver and improve services
• Building and maintaining relationships by listening, supporting others,
gaining trust and showing understanding
• Encouraging contribution by creating an environment where others have
the opportunity to contribute
• Working within teams to deliver and improve services.
Look at statements below:
• On the scale next to each statement, choose a rating that
reflects how frequently it applies to you
• Total your scores after each domain and reflect on how you have
scored yourself
Total your scores and reflect on what you have given yourself. If you have mainly red and orange circles in any par
domain, these domains may be areas you wish to develop further. If you have green circles then check that these a
overplayed strengths. An overplayed strength could be a behaviour you over rely on and one which might impact n
your performance.
WORKING WITH OTHERS
Developing Networks
I identify opportunities where working collaboratively with others will bring
added value to patient care
I share information and resources across networks
I communicate clearly and effectively with others
I listen to and take into account the needs and feelings of others
I actively seek contributions and views from others
I am comfortable managing conflicts of interests or differences of opinion
I put myself forward to lead teams, whilst always ensuring I involve the
right people at the right time
I acknowledge and appreciate the efforts of others within the team and
respect the team’s decision
TOTAL
Building and Maintaining Relationships
Encouraging Contribution
Working within Teams
A lot of the
time
Some of the
time
Very little /
None of the
time
To work through the Leadership Development Module for this domain,
go to www.leadershipacademy.nhs.uk/leadership-development-module/working-with-others

Leadership Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved. 4
3. Managing Services
Effective leadership requires individuals to focus on the success of the
organisation(s) in which they work. To do so, they must be effective in:
• Planning by actively contributing to plans to achieve service goals
• Managing resources by knowing what resources are available and using
their influence to ensure that resources are used efficiently and safely, and
reflect the diversity of needs
• Managing people by providing direction, reviewing performance,
motivating others, and promoting equality and diversity
• Managing performance by holding themselves and others accountable fo
service outcomes.
Look at statements below:
• On the scale next to each statement, choose a rating that
reflects how frequently it applies to you
• Total your scores after each domain and reflect on how you have
scored yourself
Total your scores and reflect on what you have given yourself. If you have mainly red and orange circles in any par
domain, these domains may be areas you wish to develop further. If you have green circles then check that these a
overplayed strengths. An overplayed strength could be a behaviour you over rely on and one which might impact n
your performance.
MANAGING SERVICES
Planning
I use feedback from patients, service users and colleagues when
developing plans
I assess the available options in terms of benefits and risks
I deliver safe and effective services within the allocated resource
I take action when resources are not being used efficiently and effectively
I support team members in developing their roles and responsibilities
I provide others with clear purpose and direction
I analyse information from a range of sources about performance
I take action to improve performance
TOTAL
Managing Resources
Managing People
Managing Performance
A lot of the
time
Some of the
time
Very little /
None of the
time
To work through the Leadership Development Module for this domain,
go to www.leadershipacademy.nhs.uk/leadership-development-module/managing-services

Leadership Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved. 5
4. Improving Services
Effective leadership requires individuals to make a real difference to people's
health by delivering high quality services and by developing improvements to
services. To do so, they must demonstrate effective in:
• Ensuring patient safety by assessing and managing risk to patients
associated with service developments, balancing economic consideration
with the need for patient safety
• Critically evaluating by being able to think analytically, conceptually and
identify where services can be improved, working individually or as part of a
team
• Encouraging improvement and innovation by creating a climate of
continuous service improvement
• Facilitating transformation by actively contributing to change processes
that lead to improving healthcare.
Look at statements below:
• On the scale next to each statement, choose a rating that
reflects how frequently it applies to you
• Total your scores after each domain and reflect on how you have
scored yourself
Total your scores and reflect on what you have given yourself. If you have mainly red and orange circles in any par
domain, these domains may be areas you wish to develop further. If you have green circles then check that these
overplayed strengths. An overplayed strength could be a behaviour you over rely on and one which might impact n
on your performance.
IMPROVING SERVICES
Ensuring Patient Safety
I take action when I notice shortfalls in patient safety
I review practice to improve patient safety and minimise risk
I use feedback from patients, carers and service users to contribute to
improvements in service delivery
I work with others to constructively evaluate our services
I put forward ideas to improve the quality of services
I encourage debate about new ideas with a wide range of people
I articulate the need for change and its impact on people and services
I focus myself and motivate others to ensure change happens
TOTAL
Critically Evaluating
Encouraging Improvement and Innovation
Facilitating Transformation
A lot of the
time
Some of the
time
Very little /
None of the
time
To work through the Leadership Development Module for this domain,
go to www.leadershipacademy.nhs.uk/leadership-development-module/improving-services

Leadership Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved. 6
5. Setting Direction
Effective leadership requires individuals to contribute to the strategy and
aspirations of the organisation and act in a manner consistent with its values.
To do so, they must demonstrate effective in:
• Identifying the contexts for change by being aware of the range of
factors to be taken into account
• Applying knowledge and evidence by gathering information to produce
an evidence-based challenge to systems and processes in order to identify
opportunities for service improvements
• Making decisions using their values, and the evidence, to make good
decisions
• Evaluating impact by measuring and evaluating outcomes, taking correcti
action where necessary and by being held to account for their decisions.
Look at statements below:
• On the scale next to each statement, choose a rating that
reflects how frequently it applies to you
• Total your scores after each domain and reflect on how you have
scored yourself
Total your scores and reflect on what you have given yourself. If you have mainly red and orange circles in any par
domain, these domains may be areas you wish to develop further. If you have green circles then check that these a
overplayed strengths. An overplayed strength could be a behaviour you over rely on and one which might impact n
your performance.
SETTING DIRECTION
Identifying the Contexts for Change
I identify the drivers of change (e.g. political, social, technical, economic,
organisational, professional environment)
I anticipate future challenges that will create the need for change and
communicate these to others
I use data and information to suggest improvements to services
I influence others to use knowledge and evidence to achieve best practice
I consult with key people and groups when making decisions taking into
account the values and priorities of the service
I actively engage in formal and informal decision-making processes about
the future of services
I take responsibility for embedding new approaches into working practices
I evaluate the impact of changes on patients and service delivery
TOTAL
Applying Knowledge and Evidence
Making Decisions
Evaluating Impact
A lot of the
time
Some of the
time
Very little /
None of the
time
To work through the Leadership Development Module for this domain,
go to www.leadershipacademy.nhs.uk/leadership-development-module/setting-direction

Leadership Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved. 7
6. Creating the Vision
Effective leadership involves creating a compelling vision for the future, and
communicating this within and across organisations. This requires individuals t
demonstrate effectiveness in:
• Developing the vision of the organisation, looking to the future to
determine the direction for the organisation
• Influencing the vision of the wider healthcare system by working with
partners across organisations
• Communicating the vision and motivating others to work towards
achieving it
• Embodying the vision by behaving in ways which are consistent with the
vision and values of the organisation
Look at statements below:
• On the scale next to each statement, choose a rating that
reflects how frequently it applies to you
• Total your scores after each domain and reflect on how you have
scored yourself
Total your scores and reflect on what you have given yourself. If you have mainly red and orange circles in any par
domain, these domains may be areas you wish to develop further. If you have green circles then check that these a
overplayed strengths. An overplayed strength could be a behaviour you over rely on and one which might impact n
your performance.
CREATING THE VISION
Developing the Vision for the Organisation
I actively engage with others (including patients and public) to determine
the direction of the organisation
I take into account the full range of factors that will impact upon the
future of health and care services
I look for opportunities to engage in debate about the future of healthcare
I influence key decision makers who determine future government policy
that impacts the NHS and its services
I communicate the vision with enthusiasm and clarity
I take time to build critical support for the vision
I show confidence, commitment and passion for the vision in my day to day actions
I challenge behaviours, symbols & rituals which are not consistent with the vision
TOTAL
Influencing the Vision of the Wider Healthcare System
Communicating the Vision
Embodying the Vision
A lot of the
time
Some of the
time
Very little /
None of the
time
To work through the Leadership Development Module for this domain,
go to www.leadershipacademy.nhs.uk/leadership-development-module/creating-the-vision

Leadership Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved. 8
7. Delivering the Strategy
Effective leadership involves delivering the strategy by developing and agreein
strategic plans that place patient care at the heart of the service, and ensuring
that these are translated into achievable operational plans. This requires
individuals to demonstrate effectiveness in:
• Framing the strategy by identifying strategic options for the organisation
and drawing upon a wide range of information, knowledge and experience
• Developing the strategy by engaging with colleagues and key stakeholde
• Implementing the strategy by organising, managing and assuming the
risks of the organisation
• Embedding the strategy by ensuring that strategic plans are achieved an
sustained.
Look at statements below:
• On the scale next to each statement, choose a rating that
reflects how frequently it applies to you
• Total your scores after each domain and reflect on how you have
scored yourself
Total your scores and reflect on what you have given yourself. If you have mainly red and orange circles in any par
domain, these domains may be areas you wish to develop further. If you have green circles then check that these a
overplayed strengths. An overplayed strength could be a behaviour you over rely on and one which might impact n
your performance.
DELIVERING THE STRATEGY
Framing the Strategy
I draw on relevant thinking and best practice to inform strategy development
I use an understanding of the history and culture of the organisation to
create a realistic strategy
I engage with a wide range of stakeholders when formulating strategic plans
I mitigate uncertainties and risks associated with strategic choices
I ensure strategic plans are translated into workable operational plans
I establish clear accountabilities for delivery of all elements of the strategy
I help others to overcome obstacles and challenges in delivering the strategy
I monitor progress of the strategic outcomes and make adjustments where necessary
TOTAL
Developing the Strategy
Implementing the Strategy
Embedding the Strategy
A lot of the
time
Some of the
time
Very little /
None of the
time
To work through the Leadership Development Module for this domain,
go to www.leadershipacademy.nhs.uk/leadership-development-module/delivering-the-strategy

Leadership Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved. 9
Next Steps
Having completed your self assessment, we would encourage you to discuss your results with your Line Manager, mentor
or trusted colleague.
You may find it helpful to ask your Line Manager or colleagues to also download the document and rate you against some
of the leadership domains. Coming together and comparing their ratings with your self ratings can provide valuable insigh
your leadership behaviour.
Next, you may wish to develop a personal action plan to help you consolidate your development areas. An action plan tem
is available on the next page.
Hints and tips on action planning
• Define your action plan in SMART terms (Specific, Measurable, Action oriented, Realistic and Time bound). This will help
reach your goals.
• Identify individuals you want to talk to about your action plan and who can help you make it happen.
• Assess potential obstacles and how you might be able to overcome these.
• Think about how you can utilise your strengths to help you reach your goals.
• Identify resources that are available to you or that you will need to obtain in order to achieve your goal e.g.what resource
(internal, external) can you draw upon in order to reach your goal?
• Write action steps to help you reach your goal and assign a completion date to each one.
• Set a date to evaluate your progress towards your goal.
Resources
For suggested reading or development advice related to the each of the domains of the Leadership Framework, please re
the Leadership Development Module at www.leadershipacademy.nhs.uk/leadership-development-module
IMPORTANT!
If you wish to refer back to this document at any point, please save a copy to your computer or
usual way. For confidentiality reasons, the information you have input will not be saved on this

Leadership Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved. 10
Personal Action Plan
Please read the hints and tips on action planning given on page 9 before starting your action plan. You may also find it help
the Leadership Development Module at www.leadershipacademy.nhs.uk/leadership-development-module
Action Plan - part one
Please choose one of the key development needs identified above that you would like to work through on the next few page
Should you like to look at more than one development need, print out or photocopy pages 11-14 before filling them in, or sa
this document under a different name so that you can complete the following sections separately for each development nee
you would like to explore.
Key strengths
Please summarise
your key strengths
Max characters (750)
Key priorities
Please summarise your key
development needs
Max characters (750)

Leadership Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved. 11
Development Need:
Reason for choosing
Max characters (750)
Goal
Max characters (750)
Describe the desired new
behaviour in SMART terms
Benefits
Max characters (750)
Describe the benefits
of reaching this goal
Action Plan - part one continued

Leadership Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved. 12
Development Need
Risks
Max characters (750)
Outline any risks that might be
involved in reaching this goal
Obstacles
Max characters (500)
Outline any potential obstacles
How are you going
to over come them?
Max characters (500)
Action Plan - part one continued

Leadership Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved. 13
Development Need
Resources/
support needed
Max characters (750)
Where available?
Max characters (750)
Action Plan - part one continued

Leadership Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved. 14
Action Steps max characters (1000) Approach Target Date
Experience
Exposure
Education
Action Plan - part two
Experience
Exposure
Education
IMPORTANT!
If you wish to refer back to this document at any point, please save a copy to your computer or
usual way. For confidentiality reasons, the information you have input will not be saved on this
Review
When will you review your
progress towards your goals?
(Please specify a date).