5C Assessment Tools
5C Leadership assessment questionnaire - self
This instrument was developed by Dr. Weese and is designed to measure leadership in a group or organization. For each of the questions assess yourself relative to how frequently you display the behaviour.
5C Leadership assessment questionnaire - other
This instrument was developed by Dr. Weese and is designed to measure leadership in a group or organizational setting. For each of the questions assess your leader relative to how frequently he or she display the behaviour.
5C Leadership assessment - interpretive guide
The 5C Leadership Assessment Questionnaire is a quantitative instrument that measures the perceptions of executive leadership over five scales, one for each of the 5C’s of Leadership.
The 5C Leader with Dr. Jim Weese
https://www.buzzsprout.com/881980/7978354-the-5-c-leader-with-dr-jim-weese
The Five "C" Leadership Assessment Questionnaire
Interpretive Guide
Preamble:
The Five "C" Leadership Assessment Questionnaire is a quantitative instrument that measures the perceptions of executive leadership over five scales, one for each of the Five "C's of Leadership. Each scale is comprised of ten items that are measured on a five (5) point Likert scale.
The instrument was designed to be used by leaders exclusively (i.e., Self form), or in concert with other members (i.e., Other form) of a group or organization. It is recommended that scores from as many people who work with a leader also be collected using the "other" form and averaged into an aggregate score. The leader's “self” perceptions alone are generally not the most valid indicator of a leadership situation and therefore should be considered with the "other" scores.
Scoring:
Scores can be analyzed in one of two ways. For example:
1. Congruence Score: Add the leader's scores and compare them with those collected from subordinates. Leaders who find their scores to be considerably higher or lower than those of other members of the organization may take efforts to determine why the perceptual disparity exists. Leaders may be under-valuing or over-valuing the quality of leadership they are delivering.
2. Average Score: Add the leader's score and all "other" scores and divide by the total number of respondents to attain an average Five "C" score. The leader will be given a total averaged score (ranging from 50 to 250). Using the interpretative guide below, leaders can determine where they fit in the scale at present.
From a diagnostic perspective, leaders can uncover their scale scores for each of the five scales (use average scores). These scale scores will range from a low of 10 to a high of 50. Each of the scales will provide insight into the specific area (s) that need improvement.
Average Scale Scores:
C1 - Credibility Score: (All C1 scores/N) = ______
(Items: 1, 6, 11, 16, 21, 26, 31, 36, 41, 46)
C2 - Compelling Vision Score:(All C2 scores/N) = ______
(Items: 2, 7, 12, 17, 22, 27, 32, 37, 42, 47)
C3 - Charismatic Communicator Score:(All C3 scores/N) = ______
(Items: 3, 8, 13, 18, 23, 28, 33, 38, 43, 48)
C4 - Contagious Enthusiasm Score: (All C4 scores/N) = _______
(Items: 4, 9, 14, 19, 24, 29, 34, 39, 44, 49)
C5 - Culture Builder Score:(All C5 scores/N) = ________
(Items: 5, 10, 15, 20, 25, 30, 35, 40, 45, 50)
Scale Score Meaning:
Very High - 44-50
High - 38-43.99
Moderately High - 35-37.99
Low - 30-34.99
Very Low - 29.99 or less
Total Five "C" Score (all scales included):
C1 ____+ C2 ____+ C3 ____+C4 ____+C5 ____ = ______
Meaning:
Very High - 225-250
High - 200-224.99
Moderately High - 175-199.99
Low - 150-174.99
Very Low - 149 or less
Scales Descriptions:
C1 - Credibility: (Items: 1, 6, 11, 16, 21, 26, 31, 36, 41, 46)
Much has been made in recent times of both the importance of character to leadership. Leaders must be honest, trustworthy, and follow through on commitments to ensure long-term commitment. In addition, leaders must have experience, stay current in their fields, and be credible sources of information before followers invest their trust and energy in these leaders. This scale measures the degree to which people believe that a leader is both trustworthy and competent.
C2 - Compelling Vision: (Items: 2, 7, 12, 17, 22, 27, 32, 37, 42, 47)
One of the consistent themes in the leadership literature is the need for leaders to have a plan that is perceived as better for those affected by it. Often termed a vision, this plan has to be widely shared and adopted by those charged with its implementation. Colleagues need to know the plan, the status of the plan, and their role in making it a reality. This scale measures a leader's visioning abilities coupled with his or her success in transmitting the vision throughout the group or organization.
C3 - Charismatic Communicator: (Items: 3, 8, 13, 18, 23, 28, 33, 38, 43, 48)
The area of charisma has long been purported to be an important ingredient to leadership, dating back to the seminal writings of Max Weber. Charisma refers to the magnetic appeal that an individual has that positions him or her to influence others. Consistent with the fine work of Goleman and Boyatzis, this scale also measures the emotional intelligence of a leader. Emotional intelligence has been proven to be a key component of leadership. Effective leaders share information, accurately assess the feelings and perspectives of others, are self-aware, engage members in decisions that impact them, and inspire devotion. These practices are usually reflected in one's communication (e.g., linguistic abilities, listening skills, their ability to speak clearly, coherently and passionately, and the ability to inspire devotion). This scale measures charisma and emotional intelligence as reflected in the leader's communication skills.
C4 - Contagious Enthusiasm: (Items: 4, 9, 14, 19, 24, 29, 34, 39, 44, 49)
Ralph Emerson Waldo once noted that "nothing great has ever been achieved without enthusiasm". Other writers refer to this area as passion – for people, for continual learning, and for the field/area that the leader is overseeing. Enthusiasm is the lifeblood of an organization or group. Leaders who exhibit a passion for what they do and the people with whom they do it are energizers. This enthusiasm can be contagious and spread to other areas of the organization. This scale measures the extent to which the leader exhibits enthusiasm and energizes his or her staff.
C5 - Culture Builder: (Items: 5, 10, 15, 20, 25, 30, 35, 40, 45, 50)
The area of organizational culture has garnered considerable attention in the organizational science literature. Organizational culture refers to the beliefs, values and attitudes of members of a group or organization. Many leadership and organizational culture experts agree that leaders have a tremendous opportunity to shape and embed a culture within their respective groups or organizations. Organizational culture expert Edgar Schein noted that this function was the most important duty a leader could perform. This scale measures the leader's attention to developing and embedding a desired culture for the group or organizational culture with specific emphasis on the culture-building activities (i.e., attaining goals, managing change, coordinating teamwork and customer orientation) that Talcott Parsons, Rosabeth Kantor, and Marshall Sashkin all agreed contribute to organizational success and survival.
The 5C’s and Action Plans
• C1 – Credibility
• You are honest, trustworthy, and you follow through on your commitments.
• You are viewed as being competent/current, and as a result, seen as a credible source of information.
• You and members of your leadership group stay current, you go to conferences, read widely, network with other professionals, and as a result, you and your team can effectively anticipate trends/developments
1. Always be truthful, follow through on commitments
2. Know that as a leader, everyone watches you - watches to ensure that your words and actions align
3. Leadership is temporary – do the best job you can. Better to leave a year early than a month late
4. Stay current – model professional development and ensure teammates have opportunities to learn and grow
• C2 – Compelling Vision
• You ensure that colleagues have a crystal clear blueprint that guides actions.
• Colleagues know what is important in the plan for attaining it, how they fit into bringing the plan to life, and the current status of plan attainment.
• You create a culture where colleagues share ideas, offer alternative strategies, and, where appropriate, have psychological safety to appropriately push back on ideas.
• You use your experience to shape/crystalize /simplify/communicate, calibrate and measure
1. We don’t have all the answers/insights. The best leaders mine the thoughts/ideas and aspirations of others and use their experience to crystallize them – shape them into operationalized objectives
2. Clarity is critical – and the simpler/more memorable, the better
3. Once determined, attach specific, measurable and time-bound objectives to the vision and regularly assess and celebrate your progress.
• C3 – Charismatic Communicator
• You are seen as authentic and transparent,
• You effectively engage colleagues as an emotionally intelligent leader.
• You are keenly self-aware and accurately assess how you are being received.
• You know when to talk and when to listen.
• You understand that effectively sharing information you can share engages colleagues. They feel more committed to you and the unit.
• You inspire the heart of your direct reports, knowing that their heads, hands and feet will follow
1. Develop your emotional intelligence skills. Watch videos/read books by Daniel Goleman and Richard Boyatzis. The work of Amy Edmondson (psychological safety) is also excellent and will serve you well as a leader today and in the future
2. Share information as best you can. Let people know that you care about their perspectives by actively listening to them. Provide gateways for them to share ideas and observations.
3. Engage teammates. Send them notes when they distinguish themselves – and publicly applaud them when you have the opportunity.
• C4 – Contagious Enthusiasm
• You love what you do. You have a strong passion for people, their development, results, and your industry.
• You are curious, and you never stop learning. You model the way for your direct reports and ensure that their developmental needs are clearly identified and addressed.
• You take great pride in the success of others.
1. Demonstrate a passion for people, their learning/development, and for ongoing learning in your sport. One of your responsibilities is developing future leaders. Encourage others. Give them opportunities to develop their leadership skills. Remind them that they will need to be leaders themselves.
2. Model optimism, hope, positivity and excitement for the future.
3. A lack of passion for leadership, learning, and your people is a blue ribbon indicator of the need for change. Be the first to identify it – and find a new mountain to climb if you can’t reinvigorate yourself to lead with passion.
• C5 – Culture Builder
• You know that your words and actions help shape and embed the desired culture (i.e., the deep-rooted beliefs and values held and applied by the overwhelming majority of colleagues in your unit or organization).
• You understand that your actions and decisions speak volumes about what is important to you and your unit or organization.
• You know that shaping and embedding a desired culture for your group, unit, or organization is your most important role of a leader
1. Leaders play a major role in determining/embedding a culture (the prevailing values/beliefs) of a group or organization. They do it through their words, actions, decisions, and what they reward or reinforce. Be cognizant of this fact. It may be your most important role as a leader. What is the desired culture of your team? Do you see it exemplified day in and day out? If not, change it.
2. Culture matters. It will govern and promote the behaviour when you are not around. As Peter Drucker once said, “Culture eats strategy for breakfast”.
3. Signs/posters/artifacts can help promote the desired culture – but only if they align with the words and consistently displayed actions of the leader. Remember – as a leader, you are always on.
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W. James (Jim) Weese, Ph.D