Professional Documents
Culture Documents
Leadership Character Insight Assessment
Leadership Character Insight Assessment
LCIA
Leadership Character Insight Assessment
April 21, 2019
Leader Report for Sam Sample
Table of Contents
INTRODUCTION 2
Dimension Scores 6
JUDGMENT 7
COURAGE 9
DRIVE 11
COLLABORATION 13
INTEGRITY 15
TEMPERANCE 17
ACCOUNTABILITY 19
JUSTICE 21
HUMILITY 23
HUMANITY 25
TRANSCENDENCE 27
IN CONCLUSION 30
PEER COMPARISONS 33
Introduction
This report is designed to provide leaders and potential leaders with practical insight into:
By character we mean the combination of traits, values and virtues that are widely recognized as admired
and appreciated in leaders, providing them with the capacity to exercise quality of judgment and decision-
making. Character fundamentally shapes how we engage the world around us, what we notice, what we
reinforce, who we engage in conversation, what we value, what we choose to act on, how we decide –
essentially, everything that we do. Competencies are an important part of decision-making in general and
the quality of leadership in particular. But competencies are a necessary yet not sufficient condition for
good leadership. Character is the foundational capacity to develop competencies, demonstrate
commitment and therefore, to exercise leadership.
In this report we focus on leadership character. We describe 11 dimensions of character, each of which
breaks down into specific elements that can be observed as situationally appropriate behaviours. These
dimensions and their corresponding elements are depicted in Figure 1.
The information in this report is intended to enhance awareness of your standing on each character
dimension. We also provide information regarding how you can develop the character dimensions and
their elements.
The following are the key points to understand about the nature of character:
o Judgment plays a central role in character, controlling when and how we choose to behave.
o The dimensions are interdependent. They work together to determine the overall strength of
our character.
o Each dimension is composed of several defining character elements. Each of these elements
has an impact on the strength of the character dimension.
o Character is developed over your lifetime and you can enhance the development of character
through deliberate practice. Every situation presents a different experience and opportunity
to exercise, apply, and develop character.
o The dimensions of character have been supported across cultures, geographies and time. It is
important to your personal effectiveness as a leader to have the capacity to exercise all
dimensions of character.
o All dimensions and elements of character matter. Therefore, it is important to understand
both your strengths and developmental areas.
o It is important to develop all character dimensions. As a result, the LCIA is different from
personality inventories that categorize people into personality types and suggest that you
focus on your strengths and leverage the skills of others to address your weaknesses.
- Are honest and transparent in their business dealings and hold others to the same standard
- Bring the organization’s values to life in their own behaviour
- Don’t ask others to do things that are morally questionable
Temperance - Are calm, cool, and collected even in difficult situations
- Demonstrate restraint
- Have an appreciation for the risks associated with decisions and actions
- Know when to stop talking and listen
Accountability - Don’t shirk responsibility
- Own their mistakes
- Don’t deny reality
- Don’t skirt the difficult questions
Justice - Reward good performance and confront poor performance
- Remain objective when hearing others out
- Are respectful of others’ differences - don’t treat people in a “one size fits all” way
- Will vocally support others who have been wronged
Humility - Talk about accomplishments as “we” versus “I”
- Are aware of their weaknesses and delegate accordingly
- Acknowledge and appreciate the contributions of others
- Don’t feel compelled to talk about their accomplishments
- Are not bullies
Humanity - Genuinely care about their people
- Are available and generous with their time and resources
- Can move past a bad experience with someone and maintain a productive relationship
- Invest in the development of others
Transcendence - Can recognize good ideas that are ahead of their time
- Truly appreciate excellence in the work of others
- Show a strong sense of purpose that inspires others
- Bring a fresh, creative, elevated perspective to problems
- Help others see things in new ways
PRESENT ABSENT
Judgment - Recognition of key issues relevant to - Lack of comprehensive and balanced assessment of
situations issues leads to poor decisions, confusion, and
- Decisions are predicated on excellent resistance to change
understanding, analysis, and insight
Courage - Decisions are made in spite of uncertainty - There is agreement with poor decisions
- There is opposition to bad decisions - Satisficing rather than maximizing is the norm
- Innovation thrives - Moral muteness prevails
Drive - There is sustained momentum around - There is widespread lethargy and low productivity
focused priorities and high productivity
Collaboration - Effective teamwork enhances productivity - An “every man for himself” mentality breeds a
- There is diversity in teams that contributes hostile competitive climate that alienates potential
to innovation, understanding, and allies
appreciation for others’ ideas - Lack of information sharing leads to poor
understanding of decisions, resulting in friction and
conflict
Integrity - There is trust, transparency, and effective - People operate from a position of self-interest and
communication mistrust which impairs their ability to make good
business decisions
Temperance - There is effective risk management - Short term gains dictate strategy
governed by reasoned decision-making - Desire for instant gratification trumps a more
- Thoughtful consideration (versus impulsive measured “what is best over the long-term”
over-reaction) to events that impact the approach
business
Accountability - There is ownership of issues and - There is failure to deliver results and take
commitment to decisions and their responsibility for poor decisions and outcomes
execution
Justice - There is perception of fairness that fosters - Inequities exist that erode trust
trust - Widespread favouritism and nepotism exist
- People go above and beyond what is
required
Humility - There is a willingness to identify and - Interactions are ruled by arrogance and
discuss mistakes overconfidence
- The organization supports continuous - Problems and projects are approached with
learning complacency
Humanity - There is a deep understanding of what is - Failure to acknowledge critical social implications of
important to stakeholders that fosters decisions and actions
unique insights and competitive advantage
Transcendence - There is commitment to excellence - Strategy is dictated by narrow goals and objectives
- There is clarity on superordinate goals and - There is failure to acknowledge, appreciate, or strive
a focus on big picture thinking for excellence
- Inspiration motivates innovation - People are not inspired to create and contribute
In responding to the LCIA items you were asked to identify how likely you would be to engage in various
behaviours that reflect the character dimensions and elements described in this report. You responded
using the following scale: 1=Extremely Unlikely, 2=Unlikely, 3=Neither Unlikely Nor Likely, 4=Likely,
5=Extremely Likely. The graph below shows your score on each character dimension.
Page
JUDGMENT 7
COURAGE 9
DRIVE 11
COLLABORATION 13
INTEGRITY 15
TEMPERANCE 17
ACCOUNTABILITY 19
JUSTICE 21
HUMILITY 23
HUMANITY 25
TRANSCENDENCE 27
Validity of Results: Keep in mind that these results are only informative if the LCIA items were answered honestly.
Many of the items used to assess the character dimensions and elements reflect qualities and behaviours that are
desirable. As a result, it is possible to enhance scores on the dimensions and elements simply by providing more
favourable responses to the LCIA items. If your responses were not honest and accurate, the validity of this report
and your ability to understand your true character strengths and development opportunities will be compromised.
ELEMENTS
Situationally Aware: Demonstrates an appreciation for unique circumstances that may dictate unique
approaches.
Cognitively Complex: Analyzes, makes clear sense, and draws sound conclusions in uncertain, complex, and
ambiguous circumstances.
Analytical: Skilfully analyzes and employs logical reasoning.
Decisive: Promptly makes astute, level-headed decisions. Shows clear-sighted discernment of what is required.
Critical Thinker: Applies sound analysis and logical reasoning to evaluate ideas, decisions, and outcomes.
Intuitive: Understands things without an apparent need for conscious reasoning.
Insightful: Grasps the essence of situations. Sees into the heart of challenging issues.
Pragmatic: Understands, develops, and implements workable solutions under varied circumstances.
Adaptable: Modifies plans, decisions and actions to adjust to new conditions.
The chart below displays your ratings for Judgment and its key elements.
JUDGMENT
Situationally Aware
Cognitively Complex
Analytical
Decisive
Critical Thinker
Intuitive
Insightful
Pragmatic
Adaptable
WATCH
Using Our Practical Wisdom TED Talk by Barry “The intuitive mind is a sacred
Schwartz (2010) gift and the rational mind is a
faithful servant. We have created
a society that honors the servant
LISTEN and has forgotten the gift.”
Risk CBC Ideas Radio Show with Kathleen Flaherty – Albert Einstein
and guests (2012)
READ LEARN
Daniel Kahneman: The Thought Leader Interview Think of a time when you disagreed with a decision
Michael Schrage (strategy+business, 2003) someone else made. List all of the reasons you
Judgment: How Winning Leaders Make Great disagreed with the decision on the left side of a
Calls piece of paper. Now take the devil’s advocate
Noel M. Tichy & Warren G. Bennis (Portfolio position and list all the items that you think led to
Trade, 2009) the decision on the right side of the page. How many
items do you have on each side? How many of the
Judgment Calls: Twelve Stories of Big Decisions
items for each position are ones that rely on insider
and the Teams that Got Them Right
knowledge? How many items are
Thomas H. Davenport, Brook Manville, &
emotional/personal in nature? Is there a critical item
Laurence Prusak (Harvard Business Review Press,
for either perspective that takes precedence over
2012)
the others?
Thinking, Fast and Slow
Daniel Kahneman (Anchor Canada, 2013)
Character, Policy and the Selection of Leaders
George Friedman (Geopolitical Weekly, 2012)
The Emotional Life of Your Brain
Richard J. Davidson (Plume, 2012)
Note: View this report on your computer for links to all of the media resources.
ELEMENTS
Brave: Does what one believes to be right even in the face of adversity. Stands up for personal beliefs and
values. Stands up for others.
Tenacious: Finishes things despite obstacles, difficulties, or discouragements along the way. Works hard over
extended periods and follows through to achieve goals.
Resilient: Endures and withstands difficult conditions. Recovers quickly from setbacks.
The chart below displays your ratings for Courage and its key elements.
COURAGE
Brave
Determined
Tenacious
Resilient
Confident
READ LEARN
Courage in Leadership: From the Battlefield to In order to act courageously it is necessary to face
the Boardroom Peter Voyer (Ivey Business one’s fears and vulnerabilities and act in spite of
Journal, 2011) them. Think of courage as a muscle that should be
used daily, and look for opportunities to engage in
Brené Brown: How Vulnerability Can Make Our
small acts of courage to develop it as a habit.
Lives Better Dan Schawbel (Forbes, 2013)
4 Ways to Create a Culture of Courage Tom Recall an instance where you could have stood up
Rieger (Chief Executive, 2011) for someone in your workplace but didn’t. What
Combating Ethical Cynicism and Voicing Values were the specific fears that kept you from acting?
in the Workplace Mary C. Gentile (Ivey Business What were the repercussions of your failure to act
Journal, 2011) (both for yourself, and for others)? The more you
reflect on and confront your fears the more you
10 Traits of Courageous Leaders Susan will notice opportunities to act courageously.
Tardanico (Forbes, 2013)
Extraordinary Circumstances: The Journey of a
Corporate Whistleblower Cynthia Cooper (John
Wiley & Sons, 2009)
Moral Courage Rushworth M. Kidder (William
Morrow Paperbacks, 2006)
The Mystery of Courage William Ian Miller
(Harvard University Press, 2000)
Courage: The Backbone of Leadership Gus Lee
& Diane Elliott-Lee (Jossey-Bass, 2006)
Note: View this report on your computer for links to all of the media resources.
Strives for excellence, has a strong desire to succeed, tackles problems with
a sense of urgency, approaches challenges with energy and passion.
ELEMENTS
Passionate: Demonstrates both enthusiasm and conviction in one’s approach to work.
Demonstrates Initiative: Grasps the need for, and takes prompt action without being asked to do so.
The chart below displays your ratings for Drive and its key elements.
DRIVE
Passionate
Vigorous
Results-Oriented
Demonstrates Initiative
READ
“Passion is one of the most
The Only Way to Win: How Building Character powerful engines of success.
Drives Higher Achievement and Greater
Fulfillment in Business and Life When you do a thing, do it with
Jim Loehr (Hyperion, 2012) all your might. Put your whole
Better Under Pressure: How Great Leaders Bring soul into it. Stamp it with your
Out the Best in Themselves and Others
Justin Menkes (Harvard Business Press, 2011) own personality. Be active, be
Leadership and the Art of Struggle: How Great energetic and faithful, and you
Leaders Grow Through Challenge and Adversity will accomplish your object.
Steven Snyder & Bill George (Berrett-Koehler
Publishers, 2013)
Nothing great was ever achieved
Steve Jobs
without passion.”
Walter Isaacson (Simon & Schuster, 2011) – Ralph Waldo Emerson
LISTEN
Full Interview: Daniel Pink on Motivation 3.0
CBC Radio (2010)
WATCH LEARN
Drive: The Surprising Truth About What Think of an area in your work where you consider
Motivates Us RSAnimate ft. Daniel Pink yourself less talented, and where you may encounter
(YouTube, 2010) difficulty persisting on difficult tasks. The next time
you’re working on such a task, remind yourself that
Carol Dweck, Growth Mindsets and Motivation effort is the key to eventual success. See if taking
The NCEA (YouTube, 2009) this mindset helps you to work longer and harder at
the task (and if this produces superior results).
Adapted from the research of Carol Dweck.
Note: View this report on your computer for links to all of the media resources.
ELEMENTS
Cooperative: Gets along with people and builds strong working relationships.
Collegial: Takes a good-natured approach to working with others. Seeks to resolve differences amicably.
Open-Minded: Examines many sides of issues. Invites and seeks evidence that challenges personal perceptions,
values, beliefs, and conclusions.
Flexible: Listens patiently and non-defensively when people question or challenge one’s stance. Remains open
to changing personal opinions and conduct when circumstances change.
Interconnected: Senses and values deep connections with others at all levels within organizations and society.
The chart below displays your ratings for Collaboration and its key elements.
COLLABORATION
Cooperative
Collegial
Open-Minded
Flexible
Interconnected
WATCH
Listen, Learn ... then Lead TED Talk by Stanley “Collaboration versus teamwork: it
McChrystal (2011)
Want to Help Someone? Shut Up and Listen! TED is the fuel that allows common
Talk by Ernesto Sirolli (2012)
Dare to Disagree TED Talk by Margaret Heffernan people to attain uncommon
(2012)
results.”
– Andrew Carnegie
LISTEN
Full Interview: Daniel Pink on Motivation 3.0
CBC Radio (2010)
READ LEARN
The Decay of Command and Control Leadership First, find out whether the task lends itself to
Shawn Murphy (Switch & Shift, 2012) collaboration or not. Morten T. Hansen has
conducted extensive research on collaboration, and
Collaboration: How Leaders Avoid the Traps,
his research suggests that at times it is better to
Build Common Ground, and Reap Big Results
work independently than to collaborate. Therefore
Morten Hansen (Harvard Business Review Press,
the first step of collaboration is to determine
2009)
whether the project will benefit from collaboration
Give and Take: Why Helping Others Drives Our or not. Common corporate goals that benefit from
Success collaboration include increasing sales, reducing
Adam M. Grant (Penguin, 2014) costs, and increasing efficiency. Once it’s clear that
collaboration will be beneficial, it’s necessary to
identify potential barriers to collaboration. Common
barriers include insular departments, workplaces
where coworkers are in competition with one
another, and departments or workers where the
parties involved share only “weak” (versus strong)
ties. Ties can be strengthened through working
together and learning how to communicate better.
Once ties are stronger, collaboration becomes more
successful.
Note: View this report on your computer for links to all of the media resources.
ELEMENTS
Authentic: Makes decisions and takes actions that are true to personal values and beliefs.
Candid: Strives to be truthful and straightforward with oneself and others. Remains forthright even in difficult
situations.
Transparent: Remains open and honest in relationships and communications. Accurately represents to others
what one truly values, believes, and intends.
The chart below displays your ratings for Integrity and its key elements.
INTEGRITY
Authentic
Candid
Transparent
Principled
Consistent
WATCH
Jack Welch: Create Candor in the Workplace Stanford “Character is like a tree and
Graduate School of Business (YouTube, 2009) reputation like a shadow. The
Our Buggy Moral Code TED Talk by Dan Ariely (2009) shadow is what we think of it;
the tree is the real thing.”
What We Don't Understand About Trust TED Talk by
Onora O’Neill (2013) – Abraham Lincoln
Golden Balls - £100,150 Split or Steal? (YouTube,
2010)
READ LEARN
Why We Lie Research tells us that most acts of dishonesty
Dan Ariely (The Wall Street Journal, 2012) are small, and that the majority of people do not
take full advantage of opportunities to lie, cheat,
Honesty in Conduct
or steal. Instead people commit small dishonest
Michael Josephson (Josephson Institute, 2011)
acts that do not threaten their view of
Integrity: The Courage to Meet the Demands of themselves as fundamentally honest. To
Reality enhance honesty and transparency in the
Henry Cloud (Harper Business, 2009) workplace, Dan Ariely (2012) suggests that
Integrity: Doing the Right Thing for the Right Reason companies create and communicate a code of
Barbara Killinger (McGill-Queens University Press, conduct, clearly communicate to staff why the
2010) rules in it are necessary, and create a culture
where even small events are up for discussion to
Sincerity and Authenticity ensure they do not represent violations of the
Lionel Trilling (Harvard University, 2009) code of conduct.
True North: Discover Your Authentic Leadership
Bill George (Jossey-Bass, 2007)
Note: View this report on your computer for links to all of the media resources.
ELEMENTS
Patient: Recognizes that not everything that needs to be accomplished can be done immediately. Deals with
frustrations without becoming anxious, agitated, or angry.
Calm: Stays cool, collected, centred, and balanced. Does not display feelings of nervousness, anger, or other
strong emotions.
Self-Controlled: Remains disciplined and stays on-track. Reasonably controls strong emotions like anger
or disappointment, especially in difficult situations.
The chart below displays your ratings for Temperance and its key elements.
TEMPERANCE
Patient
Calm
Composed
Self-Controlled
Prudent
WATCH
Controlling our Willpower by Kelly McGonigal on
The Agenda with Steve Paiken (YouTube, 2012) “Mastering others is strength.
Mastering yourself is true
power.”
LISTEN – Lao Tzu
READ LEARN
The Secret to Mastering Patience Like the other virtues, temperance can be
John Baldoni (Inc.com, 2012) strengthened through practice. Think back to an
instance where you made a regrettable decision or
The Willpower Instinct: How Self-Control Works, action and see whether you were low on sleep,
Why It Matters, and What You Can Do to Get nutritious food, or experiencing a lot of stress.
More of It Temperance is easiest to practice when one is well
Kelly McGonigal (Avery Trade, 2013) rested, fed, and ready to face the day. When you are
faced with a decision or circumstance where
How to Stay Cool, Calm & Collected When the restraint is required, try taking some deep breaths
Pressure's On: A Stress-Control Plan for Business to help you remain focused and keep your stress
People levels in check. If you do not exercise or meditate,
John Newman (AMACON, 1993) consider adding these practices to encourage your
body’s resistance to stress and your mind’s
Breakdown of Will resistance to temptations and poor decisions. Advice
George Ainslie (Cambridge University Press, adapted from Kelly McGonigal’s The Willpower
2001) Instinct.
Mastery
Robert Greene (Viking Adult, 2012)
Note: View this report on your computer for links to all of the media resources.
ELEMENTS
Takes Ownership: Personally engages salient, important, and challenging issues.
Accepts Consequences: Acknowledges responsibility to justify decisions, actions, and outcomes. Agrees to be
held accountable.
Conscientious: Remains dependable and reliable. Stays attentive and performs duties thoroughly and well.
Responsible: Acknowledges personal obligations as part of one’s role. Stands answerable for decisions and
actions.
The chart below displays your ratings for Accountability and its key elements.
ACCOUNTABILITY
Takes Ownership
Accepts Consequences
Conscientious
Responsible
READ
How Real Leaders Demonstrate Accountability “You must take personal
Michael Hyatt (2014)
responsibility. You cannot
Self-Accountability Empowers Solopreneurs change the circumstances,
(Ideavist, 2011)
the seasons, or the wind, but
Two Concepts of Accountability: Accountability as a you can change yourself.
Virtue and as a Mechanism
Mark Bovens (West European Politics, 2010) That is something you have
charge of.”
QBQ! The Question Behind the Question: Practicing
Personal Accountability at Work and in Life – Jim Rohn
John G. Miller (Putnam Adult, 2004)
LEARN WATCH
To increase the virtue of accountability in yourself and Maple Leaf Foods Apology (YouTube, 2011)
those around you, foster a culture in your workplace
where mistakes are seen as learning experiences that A salient example of a failure of
can be used to improve future outcomes as opposed to accountability and compassion: Milgram
opportunities for employees to engage in finger- Experiment: Jeroen Busscher (YouTube, 2012)
pointing and excuses. Own up to small mistakes, and
encourage others to do the same. When mistakes are The Psychology of Evil TED Talk by Professor
not automatically connected to finger-pointing and Phillip Zimbardo (2008)
denial it is easier to take responsibility, accept reality,
and learn from the experience to improve the future.
Note: View this report on your computer for links to all of the media resources.
ELEMENTS
Fair: Ensures that consequences are appropriate to the circumstances.
Equitable: Applies due processes and appropriate standards for all. Remains open and transparent in
procedures.
Proportionate: Ensures that responses and outcomes are commensurate with the circumstances. Ensures that
rewards or sanctions fit the situation.
Even-Handed: Remains impartial and unbiased in the treatment and judgment of others.
Socially Responsible: Is aware of injustices inside and outside the organization and seeks to redress them.
The chart below displays your ratings for Justice and its key elements.
JUSTICE
Fair
Equitable
Proportionate
Even-Handed
Socially Responsible
READ
Are You Just a Leader or a Just Leader? “You do not take a man who
Deborah Mills-Scofield (Switch & Shift, 2014)
for years has been hobbled by
Defining Respectful Leadership
Niels van Quaquebeke (Erasmus Centre for chains, liberate him, bring him
Leadership Studies, 2011) to the starting line of a race,
Justices Take Up Battle Over Exxon Valdez saying, "you are free to
Linda Greenhouse (New York Times, 2008)
compete with all the others,"
Justice: What’s the Right Thing to Do?
Michael J. Sandel (Farrar, Straus & Giroux, 2010)
and still justly believe you
have been completely fair.”
The Divide: American Injustice in the Age of the
Wealth Gap – Lyndon B. Johnson, Former U.S.
Matt Taibbi (Spiegel & Grau, 2014) President
WATCH LEARN
A Few Good Men “You Can’t Handle the Truth” Employees are happiest when they feel they are
(YouTube, 2008) treated fairly at work. As a leader you can help
ensure that employees feel they are being treated
Does Money Make You Mean? TED Talk by Paul fairly by being transparent about how rewards like
Piff (2013) bonuses, raises, and promotions are awarded. This
sort of transparency can be challenging to enact and
Craig Kielburger Case Video Series Ian O. monitor but is worthwhile when it results in
Ihnatowycz Institute for Leadership (2012) motivated, engaged, and loyal employees.
Note: View this report on your computer for links to all of the media resources.
ELEMENTS
Self-Aware: Is mindful of one’s own personal feelings, thoughts, values, motives, reactions, and behaviour.
Modest: Does not call “undue attention” to one’s accomplishments.
Reflective: Frequently examines one’s mental models and thinking habits to cultivate constructive thought
patterns and conduct.
Curious: Demonstrates a genuine fascination with a wide variety of topics, expresses a keen interest in seeking
out new information and novel experiences, and approaches these learning opportunities with an open,
inquisitive, non-judgmental attitude.
Continuous Learner: Seeks and enjoys new opportunities to learn and grow on a continuous basis.
Respectful: Treats others with dignity, especially when providing feedback. Remains tolerant, civil, courteous,
and constructive with others.
Grateful: Sincerely acknowledges and appreciates others’ contributions. Feels thankful for the things received
in life.
Vulnerable: Lets others see one’s true self.
The chart below displays your ratings for Humility and its key elements.
HUMILITY
Self-Aware
Modest
Reflective
Curious
Continuous Learner
Respectful
Grateful
Vulnerable
WATCH
The Power of Vulnerability TED Talk by Brené Brown “There is nothing noble in
(2010)
being superior to your fellow
President Obama: “I’m Really Proud of All of You”
(YouTube, 2012)
man; true nobility is being
Are You Choosing Curiosity Over Being Right? The
superior to your former
Conscious Leadership Group (YouTube, 2015) self.”
– Ernest Hemingway
LISTEN
Good to Great: Level 5 Leadership Jim Collins (2014)
READ LEARN
Daring Greatly: How the Courage to Be Vulnerable Take some time to assess and reflect on both
Transforms the Way We Live, Love, Parent, and Lead technical and interpersonal aspects of your
Brené Brown (Gotham, 2012) leadership that require development. A
formal 360 assessment is a good place to
Giving One Pause: Learn How Cultivating Humility Can
start. When reviewing the feedback you
Drive Success, Even in the Most Time-, Budget-, and
receive it can be helpful to adopt a curious
Attention-Stressed Workplaces
versus a judgmental attitude – toward both
Nance Guilmartin (ATD, 2010) yourself and those providing the feedback.
The Paradox Of Humility In American Business And This can lessen any critical or defensive
Society reactions and allow for more thoughtful
Doug Guthrie (Forbes, 2013) processing of the feedback. Once you have
Humility Is Key To High Performance And Effective reviewed your feedback, identify your
Leadership priorities for improvement and the specific
action steps that you will take to enhance
Michael G. Foster (School of Business, University of
your performance. Give some thought to
Washington, 2012)
others who excel in areas where you do not.
Judgment Calls: Twelve Stories of Big Decisions and the Actively seek out their advice and leverage
Teams that Got Them Right their expertise. Demonstrating a willingness
Thomas H. Davenport, Brook Manville, & Laurence Prusak to recognize areas requiring growth creates
(Harvard Business Review Press, 2012) conditions for greater learning and
The Power of Curiosity development – we cannot begin to solve
issues that we refuse to acknowledge or
Kathy Taberner & Kirsten Siggins (Morgan James
thoughtfully consider.
Publishing, 2015)
Note: View this report on your computer for links to all of the media resources.
ELEMENTS
Considerate: Makes the effort to understand what others are experiencing, thinking, and feeling.
Acknowledges and appreciates others' viewpoints even when disagreeing with them.
Empathetic: Is sensitive to others’ values, feelings, and beliefs. Readily puts him/herself in others’ shoes.
Compassionate: Demonstrates care for others and actively promotes their well-being.
Magnanimous: Remains “big-spirited”, generous, and/or forgiving, especially towards rivals or those who are
less powerful.
Forgiving: Responds to mistakes with patience and understanding. Gives people a fair chance to learn and
improve.
The chart below displays your ratings for Humanity and its key elements.
HUMANITY
Considerate
Empathetic
Compassionate
Magnanimous
Forgiving
WATCH
The Power of Empathy RSA Shorts (YouTube, 2013)
“Strength of character
means the ability to
A New Story for Business R. Edward Freeman (YouTube, 2013)
overcome resentment
Truly Human Leadership TEDx Talk by Bob Chapman (2012)
against others, to hide hurt
Everyday Leadership TED Talk by Drew Dudley (2010) feelings, and to forgive
Clinton: Lessons Learned from Mandela (YouTube, 2006) quickly.”
– Lawrence G. Lovasik
READ LEARN
Six Habits of Highly Empathic People Leaders who are uncomfortable with
Roman Krznaric (Greater Good Berkeley, 2012) strong feelings and emotions can
struggle with demonstrating elements
Why Compassion in Business Makes Sense
of humanity. Your discomfort can
Emma Seppala (Greater Good Berkeley, 2013)
result in you appearing cold, distant,
Why We Need Kind and Compassionate Leaders or disinterested. When others are
Ray Williams (Psychology Today, 2012) communicating personal or
Resonant Leadership: Renewing Yourself and Connecting with professional challenges, resist your
Others Through Mindfulness, Hope, and Compassion instinct to distance yourself from the
Richard E. Boyatzis & Annie McKee (Harvard Business Review situation. People are not necessarily
Press, 2005) looking to you to solve their problems.
Many times, quiet, engaged listening
Building Leaders the West Point Way: Ten Principles from the is all that is required. Nod and
Nation's Most Powerful Leadership Lab maintain eye contact to indicate
Joseph Franklin (Thomas Nelson, 2007) listening. Respond with how you think
The Art of Forgiveness, Lovingkindness, and Peace he/she is feeling (e.g., “This must be a
Jack Kornfield (Bantam, 2008) difficult time for you”). Offer
whatever help seems reasonable.
Leading with Kindness: How Good People Consistently Get
Superior Results
William F. Baker & Michael O’Malley (AMACOM, 2008)
Nice Guys Can Win
Bill Furlong (Ivey School of Business/Huffington Post, 2014)
Note: View this report on your computer for links to all of the media resources.
ELEMENTS
Appreciative: Admires the character, skills, or successes of others. Enjoys beauty in things such as great design,
art, music, sports, or natural beauty in the environment.
Purposive: Has a strong sense of personal mission or orientation in life. Finds personal meaning in work.
Future-Oriented: Sees the big picture and views things over the long term.
Optimistic: Finds real positives in situations, often where others do not. Despite challenges, remains confident
about the future.
Creative: Generates unique and original ideas. Finds practical, innovative solutions and ways to do things.
The chart below displays your ratings for Transcendence and its key elements.
TRANSCENDENCE
Appreciative
Inspired
Purposive
Future-Oriented
Optimistic
Creative
WATCH READ
How Top CEOs Cope with Constant Stress: An The Ten Faces of Innovation: IDEO's Strategies
Interview with Justin Menkes Harvard Business for Defeating the Devil's Advocate and Driving
Review (YouTube, 2011) Creativity Throughout Your Organization
Why Great Ideas Get Rejected TEDx Talk by David Tom Kelley & Jonathan Littman
Burkus (2013) (Currency/Doubleday, 2005)
Why We Do What We Do TED Talk by Tony Robbins
Learned Optimism: How to Change Your Mind
(2006)
and Your Life
The Transformative Power of Classical Music TED Talk Martin E. Seligman (Vintage, 2006)
by Benjamin Zander (2008)
How Great Leaders Inspire Action TED Talk by Simon The Art of Possibility: Transforming Professional
Sinek (2009) and Personal Life
Life at 30,000 Feet TED Talk by Richard Branson Rosamund Stone Zander & Benjamin Zander
(2007) (Penguin, 2002)
Note: View this report on your computer for links to all of the media resources.
There is an extensive amount of information provided in this report. It will take time to absorb the
information and you should return to the report in the weeks and months ahead to remind you of
both your strengths and your opportunities for development. The following are some suggestions
to help you in the process.
With the knowledge you have now, you have a way to understand the dimensions of
character and their associated elements. The first step is enhancing your awareness of
them and applying your understanding of these dimensions in both your personal and
professional life.
Pick one of your weaker dimensions. Examine the elements that it contains. Focus on
some activities that will help you develop this dimension of character.
Recognizing that the dimensions are inter-related, map out for yourself how they may be
related. For example, if you are weak on Courage because you lack confidence, consider
where that lack of confidence comes from in the other dimensions. It could be related to
Humility, for example, if you have false modesty based on fear of looking bad in front of
others. Or perhaps you are lacking in elements of Drive and Transcendence that may
provide the vigour and inspiration that encourage you to challenge your comfort zone.
Opportunities to develop and strengthen character exist in everyday activity. Once you
begin to enhance your understanding of the dimensions and elements and what these
look like in terms of behaviours you can begin to work on the areas that warrant
improvement. Ask yourself “What could I do differently to demonstrate growth on an
identified dimension or element?” For example, developing capacity for Temperance is a
challenge for most people. Over time, you can learn to move from regulating initial
reactions such as anger or resentment, to not having some of those initial reactions in the
first place. Often times, such impulses are rooted in weakness in other dimensions such
as Humility or Courage.
This assessment does not provide simple solutions, so be careful not to look for them.
The opportunity to develop character is extensive and life-long. It requires a deliberate
effort on your part, together with making a sincere commitment to setting improvement
goals, stretch assignments to work on those goals, seeking and working with constructive
feedback, accepting coaching and so forth.
As you work to develop your own character, you will identify weaknesses that will take
time to resolve. It is natural to want to complement your weaknesses with others who
have those strengths. For example, someone with strength in Transcendence, who has a
sense of purpose, optimism and inspiration may need to complement him or herself with
someone who has strength in Temperance, if that dimension is lacking. However,
managing around your weaknesses is not a permanent solution. People always run the
risk that a particular dimension becomes excessive such that Courage turns into
recklessness or Temperance becomes risk aversion – impairing one’s Judgment. Consider
that a key to this complementarity is that you can actively learn from one another.
Character shapes thoughts, words, and actions. Yet, habits may prevent the development of
character. For example, a strong ego that has been built to defend your identity makes it difficult
to develop Humility and be open to learning experiences. So, when people believe that character
is developed at an early age, they are in part correct, since there comes a time when habits are
difficult to break, but it is never too late. Unfortunately, many people only discover this when their
backs are against the wall as they face moments of adversity. Character strengths and weaknesses
are exposed in these moments. Profound life events provide crucible moments that can develop
or undermine character. Being fired, having your work praised or criticized, being passed over for
a promotion or being promoted when you didn’t think you were ready, finding yourself
disadvantaged through unfair assessment, or being accused of harassment, plagiarism or other
forms of unethical behaviour are all examples of events that can shape character.
Less dramatic, but no less important, are those events that reinforce good character. The
acknowledgement, praise, recognition or reward that come to people for doing the right thing or
acting in the right way are critical to character development, especially when offered during an
individual’s formative years. Selection for a valued assignment or a promotion further reinforces
such behaviours and hence the development of character.
The opportunity for character development is available in everyday living. We have offered some
developmental exercises in the report that you can undertake today, however there are plenty of
opportunities to develop character since it is part of your everyday: your job, your life, and your
relationships. For example, reflection about why you might be impatient, excessive, stubborn, or
careless provides the raw material for examining and developing character.
Although the report has described each dimension of character, your associated score, and how
you can develop it, we have continually reinforced the point that the dimensions support one
another and are interdependent. Therefore, exercises to develop Courage, for example, also bring
with them opportunities to develop the other dimensions since you need to exercise Judgment
about what you are doing and perhaps exercise some Temperance and Accountability in the
process.
Character development extends beyond you. There is much that you can do to develop leader
character in others. Simply talking about character, making it a legitimate and valued topic of
conversation, stimulates discussion and facilitates individual reflection. Working towards
developing leadership profiles that incorporate character will emphasize the importance and
promote discussion of it, especially in the context of developmental coaching. Conversely, when
leadership profiles only address competencies and commitment, they implicitly, if unintentionally,
suggest that character is not important.
Even explicit values statements in organizations often turn out to be nothing more than posters or
plaques on the wall because people often lack the underlying character to exercise the values.
Bringing character into the discussion and application of values will bring much needed support.
For character to find the spotlight it deserves, leaders need to see and seize opportunities to
develop and illuminate it.
This Appendix presents your score on each dimension and corresponding element relative to the
average score obtained by a comparison group of leaders who have taken the LCIA in the past.
IMPORTANT: As you review this section of the report, keep in mind that this information compares
your own self-perception with the self-perceptions of others. Differences between your own and
others’ self-perceptions may reflect true differences on the character dimensions and elements
but may also reflect differences in the use and interpretation of the rating scale. For instance,
some individuals may interpret the extreme high end of the rating scale as so high or extreme that
they may never use it, while others are more comfortable using it. As a result, scores that are
lower than the average group rating may simply reflect a more conservative or critical approach to
rating oneself relative to others, while scores that are higher than average may reflect a more
lenient or liberal rating style.
Here are some recommendations for interpreting the results below:
Do focus on your own pattern of scores relative to one another independent of the
comparison results
Do use the comparison results to provide another perspective on your character and
development opportunities
Do recognize if there is a pattern that suggests you have been too self-critical
(consistently below the group average) or too lenient (consistently above the group
average) in your ratings
Don’t conclude with certainty that differences between your score and scores from
the comparison group reflect true differences in expression of the dimensions and
elements
Do remember that when it comes to character development there is always room for
improvement
JUDGMENT
Situationally Aware
Cognitively Complex
Analytical
Decisive
Critical Thinker
Intuitive
Insightful
Pragmatic
Adaptable
COURAGE
Brave
Determined
Tenacious
Resilient
Confident
DRIVE
Passionate
Vigorous
Results-Oriented
Demonstrates Initiative
Strives for Excellence
COLLABORATION
Cooperative
Collegial
Open-Minded
Flexible
Interconnected
INTEGRITY
Authentic
Candid
Transparent
Principled
Consistent
TEMPERANCE
Patient
Calm
Composed
Self-Controlled
Prudent
ACCOUNTABILITY
Takes Ownership
Accepts Consequences
Conscientious
Responsible
JUSTICE
Fair
Equitable
Proportionate
Even-Handed
Socially Responsible
HUMILITY
Self-Aware
Modest
Reflective
Curious
Continuous Learner
Respectful
Grateful
Vulnerable
HUMANITY
Considerate
Empathetic
Compassionate
Magnanimous
Forgiving
TRANSCENDENCE
Appreciative
Inspired
Purposive
Future-Oriented
Optimistic
Creative
Crossan, M., Gandz, J., & Seijts, G. (2012). Developing Leadership Character. Ivey Business Journal, January-
February. Reprint number qB12TA07.
Crossan, M., Mazutis, D., & Seijts, G. (2013). In Search of Virtue: The Role of Virtues, Values and Character
Strengths in Ethical Decision Making. Journal of Business Ethics, 113(4), 567-581.
Crossan, M., Mazutis, D., Seijts, G. H., & Gandz, J. (2013). Developing Leadership Character in Business
Programs. Academy of Management Learning & Education, 12(2), 265-284.
Gandz, J., Crossan, M., Seijts, G., & Reno, M. (2013). Leadership Character and Corporate Governance.
Director, 167, 15-21. Reprinted in Ivey Business Journal, May-June. Reprint number qB13TC07.
Gandz, J., Crossan, M., Seijts, G., & Stephenson, C. (2010). Leadership on Trial: A Manifesto for Leadership
Development. London, Ontario: Richard Ivey School of Business.
Seijts, G. H., Gandz, J., Crossan, M., & Reno, M. (2013). Character: the Essence of Leadership. Developing
Leaders, 10, 11-20.