21st Century Leadership Solutions LLC 

Leadership Scorecard

 

Understanding what is required fuels the incentive to learn the secrets of leadership success. Leaders are constantly faced with the challenge of

gaining a better understanding of the 21st century competencies needed to lead organizations. When leaders raise questions and formulate

ideas, the attempt to discover truths is valid. This also assist in creating an atmosphere of induced learning and continuous improvement. The

results translate to followers buying into the leadership vision without being forced to do so. The intent to become an influential leader should

be guided by the motivational force to inspire others to excel. To gain better understanding of the need to implement leadership practices

that focus on particular characteristics, a visual representation of progress review is presented in the form of a performance scorecard scheme. The evaluative tool can be used to synthesize finding for quality-based leadership performance and to provide a measure of evaluating performance comprehensively and systematically within the organization.

 

Step #1: Use this checklist to evaluate leadership practices in your organization

Step #2: Rate each area on a scale of 1 to 5 (five being best)

To get the organization on track, give particular attention to the low scoring areas

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I. Functional Structure:

___ 1. Is leadership emphasized in a manner that facilitates communication and collaboration across functional lines?

___ 2. Is the authority of the internal leader clearly identified? Do workers know exactly the parameters of their authority?

___ 3. Do workers have clear goals?

___ 4. Will workers know when the goals have been achieved? Or, can success be measured?

___ 5. Is leadership seen as important to the workers?

___ 6. Do leaders challenge the workers to use their competency skills and abilities?

___ 7. Do workers have the skill required to remain productive in the existing management systems design?

Area Rating: _______

II. Strategic Design:

___ 1. Do workers have clearly defined and measurable standards?

___ 2. Does worker performance contribute to the strategic design and management systems approach?

___ 3. Are workers required to adhere to organizational standards?

___ 4. Do workers actively seek information about their performance?

___ 5. Do workers ask for manager feedback?

___ 6. Do workers have a concern for continuous improvement?

___ 7. Do managers make an effort to review and eliminate outdated operational manuals?

Area Rating: _______

III. Communication and Training Processes:

___ 1. Does the organizational environment sponsor open communication?

___ 2. Do managers communicate effectively with workers?

___ 3. Do workers receive the management systems training required to accomplish the goals?

___ 4. Do workers feel comfortable discussing key issues?

___ 5. Do managers receive training on how to maximize worker input?

___ 6. Does the manager listen to individual concerns about management systems?

___ 7. Are different points of view respected?

Area Rating: _______

IV. Leadership Performance:

___ 1. Is recognition for effort and accomplishment provided for workers by leadership staff?

___ 2. Is there conflict within the units and if so, how effectively is conflict resolved?

___ 3. Is risk taking and creative thinking supported during the management system integration stage?

___ 4. Does leadership have a high level of commitment to achieve the goals?

___ 5. Does leadership keep a record of issues raised and decisions made?

___ 6. Is the leadership responsive to the worker’s concerns?

___ 7. Does leadership permits workers’ latitude to innovate, try, and/or suggest new methods

            and processes?

___ 8. Does leadership use personal and social competencies to increase self and social awareness of issues?

Area Rating: _______

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Dr. Napoleon Broughton