FED Applied Quiz
Mapping your leadership muscles
Find out what your preferred leadership muscle is by completing this questionnaire and downloading your free personalised profile and reflection summary.
Steps to explore your leadership: Complete this questionnaire about your own leadership. Get your leadership team to do the same and compare your profiles. Find some useful tools on the website to help you develop individually and as a team. When you’ve completed this, let us know how you all scored – we’d love to help you and your staff develop as leaders – get in touch! Thinking about yourself as a leader, score yourself on the following questions. In order to really benefit from the questionnaire, be realistic and honest about what you actually do. There are no right answers and one end of the scale is not necessarily better than the other – it will depend on the task or the circumstance. You are trying to find your preferred leadership muscles in order to help you develop and communicate with your team and colleagues. Once complete - submit your scores to receive your profile.
Name
*
First Name
Last Name
Email
*
example@example.com
1. How strong is the sense of “Future” in your leadership?
*
I focus on analysing what we have done to inform next steps
1
2
3
4
5
6
7
8
9
I have an uplifting sense of purpose & ambition about my leadership. I know what I want to be “up to"
10
1 is I focus on analysing what we have done to inform next steps , 10 is I have an uplifting sense of purpose & ambition about my leadership. I know what I want to be “up to"
2. How much of a sense of possibility is in the air around you?
*
I focus on the reality of today & this week – there is so much to do
1
2
3
4
5
6
7
8
9
I am able to ‘think big’ for myself and others. I have lots of good ideas and get excited by possibilities
10
1 is I focus on the reality of today & this week – there is so much to do, 10 is I am able to ‘think big’ for myself and others. I have lots of good ideas and get excited by possibilities
3. How much does your leadership drive a feeling of optimism and hope?
*
I concentrate a lot on how I might do something. This brings challenges which get in the way of what I want to achieve
1
2
3
4
5
6
7
8
9
Problems are there to be solved. I have belief that we can find solutions & my glass is half full
10
1 is I concentrate a lot on how I might do something. This brings challenges which get in the way of what I want to achieve , 10 is Problems are there to be solved. I have belief that we can find solutions & my glass is half full
4. Are people engaged in and want to contribute to the goals of your organisation/school?
*
There is a sense of disinterest and even, apathy to my goals from others
1
2
3
4
5
6
7
8
9
I experience energy, commitment, enthusiasm and action towards my goals
10
1 is There is a sense of disinterest and even, apathy to my goals from others, 10 is I experience energy, commitment, enthusiasm and action towards my goals
5. How energised and involved do your team(s) feel around your vision and goals?
*
Many in the team do what is needed. There isn’t a sense of shared ownership
1
2
3
4
5
6
7
8
9
There is a real sense of energy around the place. The team are helping to create the answers
10
1 is Many in the team do what is needed. There isn’t a sense of shared ownership, 10 is There is a real sense of energy around the place. The team are helping to create the answers
6. How much do you engage your team(s)?
*
I communicate my messages and tell staff what they need to do or act upon
1
2
3
4
5
6
7
8
9
I make sure that everyone has a part in creating the answers & has chance to be at their best
10
1 is I communicate my messages and tell staff what they need to do or act upon , 10 is I make sure that everyone has a part in creating the answers & has chance to be at their best
7. How strong are you at delivering what you set out to?
*
I tend to put my attention on the urgent or I have to reactto crises so I don’t quite deliver against the big things.
1
2
3
4
5
6
7
8
9
I am able to deliver pretty much everything and exceed somethings
10
1 is I tend to put my attention on the urgent or I have to reactto crises so I don’t quite deliver against the big things. , 10 is I am able to deliver pretty much everything and exceed somethings
8. How robust are your conversations with your team(s)?
*
I don’t like having robust conversations and tend to avoidthem so there are things that are unsaid or unclear
1
2
3
4
5
6
7
8
9
We have trust, making it easier to say what needs saying and the team is clear on what is needed to be delivered
10
1 is I don’t like having robust conversations and tend to avoidthem so there are things that are unsaid or unclear, 10 is We have trust, making it easier to say what needs saying and the team is clear on what is needed to be delivered
9. How much do you develop others with a view to increasing leadership capacity todeliver?
*
I don’t have a lot of time to develop staff, there is somuch to do & I usually know how to get it done.
1
2
3
4
5
6
7
8
9
I actively develop my team(s) & help them to grow as leaders. Connecting development to our goals
10
1 is I don’t have a lot of time to develop staff, there is somuch to do & I usually know how to get it done. , 10 is I actively develop my team(s) & help them to grow as leaders. Connecting development to our goals
Score 1
Score 2
Score 3
Submit
Should be Empty: