Free Assessment · 3 Minutes
10 questions across 5 dimensions, based on ICF Core Competencies and Daniel Goleman’s emotional intelligence model. Get your personalized leadership profile instantly.
The questions above cover the behaviors that separate effective leaders from competent individual contributors who were promoted. Not personality traits, which are largely fixed, but things you decide to do or not do: how you delegate, how you handle disagreement, how you give feedback, and what you do when you are under pressure.
It is deliberately behavioral. A leader who describes themselves as approachable but has not been told bad news in six months has an approachability problem regardless of self-image, and the questions are written to surface that gap rather than confirm the self-report.
The score matters less than the shape. Most leaders come out uneven, strong in two or three areas and weak in one, and the weak one is usually setting the ceiling on everything else. A leader who is excellent at strategy and avoids conflict does not have a strategy problem.
It measures your perception of your behavior, not your behavior. Where your score and your team's experience diverge, the gap itself is the finding. It is also a snapshot — taken during a hard quarter it will read low, and that is information about the quarter as much as about you.
The useful next step is usually comparing this against what someone who reports to you would say. That is uncomfortable and it is where the actual signal is.
If the result points at a specific behavior, the guides are more useful than the score: delegation, difficult conversations, one-to-ones, or psychological safety if nobody is telling you things. The leadership style quiz covers how you lead rather than how well.
Yes. The assessment and your score are free. You provide a name and email to see the full breakdown, and your details are not sold or shared.
About three minutes. There is no time limit on any question.
It gives a reasonable directional read on where your strengths and gaps sit. It is less precise than 360-degree feedback, which collects observations from the people who actually work with you. Use it to decide where to look, not to settle the question.
Pick the single lowest area rather than working on everything. Leadership development fails most often through trying to improve broadly instead of changing one specific recurring behavior.