Most 360° profiles focus on either Competencies, Underlying Tendencies or Management Style and Personality. The Leadership Circle Profile combines all key aspects of leadership personality, drivers of behaviours, and competencies into one comprehensive tool.
The Leadership Circle Profile increases the leader’s self-awareness so that the leader can adapt his or her outward behavior to best meet the needs of the business and the teams the leader is responsible for.
This is done by highlighting the Internal Assumptions (beliefs) that run the leader’s behavior on both the creative and reactive domains. This allows the manager to see how his/her inner world of thought translates into a productive or unproductive style of leadership.
What are the Creative Competencies? The Creative competencies describe how leaders achieve results, bring out the best in others, lead with vision, enhance their own development, act with integrity and courage, and improve organizational systems. High scores in the Creative dimensions correlate to high levels of leadership effectiveness, and subsequently high levels of business performance.
What are the Reactive or Underlying Tendencies? The Reactive competencies describe the self-protective, fear and insecurity-based behaviours that show up, most typically under some form of stress, but not necessarily so. These self-limiting styles over emphasize the focus on gaining the approval of others, protecting oneself, and getting results through high control tactics. High scores in the Reactive dimensions correlate to low Creative Competency scores, and low levels of leadership effectiveness.
Individual leaders and leadership teams that wish to improve the effectiveness of leadership and understand the underlying assumptions that drive it. The Leadership Circle Profile is designed for middle and upper management. The Leadership Circle Profile Manager Edition is a similar tool that identifies leadership competencies and limitations for those who are in less complex roles than those of senior leaders.