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Leadership

Good leadership is one of the most important factors for a successful organisation. The leader plays a crucial role in fostering engagement, building a strong organisational culture, and ensuring that members work toward shared goals.

Questions

  • Does your manager lead your team well?
  • Is your manager clear about what is expected from you?
  • Do you get regular feedback from your manager?
  • Do you get support from your manager when you need it?

Reporting

The index result is presented as an average score on a scale from 0 to 100 and includes team-level feedback for managers and a trend line with options for comparison against benchmarks and higher-level organisational groups.

LeadershipFeedback_en

TeamIndexDarkGreen

Index results are categorised into different intervals, each with an associated colour and description.
 
(87-100) Great, the leadership is excellent!

(69-86) Good, the leadership is appreciated
(49-68) Development required within certain areas
(0-48) Imperative to improve weak areas
No results due to anonymity

📌 Read more about indexes and how they are calculated here

Background

At Brilliant, we define leadership as a process of social influence which maximizes the efforts of others towards the achievement of a goal (Kruse, 2013). Leadership involves:

  • Establishing a clear vision
  • Sharing that vision with others so that they will follow willingly
  • Providing the information, knowledge and methods to realise that vision
  • Coordinating and balancing conflicting views

Brilliant’s leadership model and metrics are based on two theoretical concepts: transactional and
transformational leadership. Both leadership models have solid scientific support from both experimental
and correlative studies and are used by both researchers and practitioners.

With transactional leadership, the focus is on communicating clear expectations, setting clear goals,
and giving feedback and praise. Here, “reward and recognition” are used as tools to achieve the expected
performance, with rewards often being financial in nature, and recognition often psychological (Burns,
1978; Bass, 1997).

Transformational leadership refers to the leader moving the follower beyond immediate self-interests through idealised influence (charisma), inspiration, intellectual stimulation, or individualised consideration. It elevates the follower’s level of maturity and ideals as well as concerns for achievement, self-actualization, and the well-being of others, the organisation, and society (Bass, 1999, Bass and Avolio, 1993). In a more concrete sense, transformational leadership is often captured in what is called "the four I’s" (Avolio et al., 1991; Bass, 1999):

  • Idealised influence: the manager leads by setting a good example and builds respect and confidence amongst employees.
  • Inspirational motivation: the manager motivates and inspires employees by setting challenging goals and conveying sense, confidence and team spirit.
  • Intellectual stimulation: the manager stimulates creativity and innovation and motivates independent thought.
  • Individualised consideration: the manager cares about employees’ individual needs, listens to them
    and develops them.