This document introduces the Leadership Impact Survey (L/I) which measures a leader's impact on others and leadership strategies. The L/I focuses on short-term (2-3 months) improvements in leadership effectiveness compared to the longer-term LSI program. Each leader receives a report and debriefing on their results including how their strategies create defensive or constructive behaviors in others. Leaders then create an improvement plan to adjust their strategies and decrease defensive impacts while increasing constructive impacts. Managers meet regularly with coaches and then as a department to discuss changes and results from implementing new strategies over three months.

1. Management Development and EffectivenessManagement Development and Effectiveness
Introducing the Leadership Impact SurveyIntroducing the Leadership Impact Survey
(L/I)(L/I)

2. Impact on OthersImpact on Others
Each leader’s Impact
on Others results are
presented in terms of
the Circumplex that is
used in both the LSI
and L/I surveys..

3. ““As Is” Versus “To Be”As Is” Versus “To Be”
This is an example of how an organization that has used the L/I before,
has measured the overall L/I score (the “As Is”) and has established a “To
Be” or ideal score to establish their goal for the future.

4. Leadership Styles (LSI) Versus Leadership / Impact (L/I)Leadership Styles (LSI) Versus Leadership / Impact (L/I)
While to LSI program is an excellent way to
direct a managers development over a year or
longer, it does not specifically focus improving
leadership effectiveness over the short-term.
The L/I program does provide the information
and process that will enable us to produce a
short-term (2-3 months) improvement in
leadership effectiveness.

5. Example – Impact on OthersExample – Impact on Others
This leader’s dominant
leadership impact is
Dependent, followed
closely by Conventional.
Since both of these are
Passive/Defensive, we can
conclude that this leader’s
impact is creating largely
Defensive behaviors on
those around him/her.

6. Example - Impact on OthersExample - Impact on Others
This Leader Boss
Peers Subordinates

7. Leadership Strategies - DomainsLeadership Strategies - Domains
Envisioning Role Modeling Mentoring Stimulating
Thinking
Referring
Prescriptive
0
1
2
3
4
0
1
2
3
4
Self Others
Defining
0
1
2
3
4
0
1
2
3
4
Self Others
Exemplifying
0
1
2
3
4
0
1
2
3
4
Self Others
Active
0
1
2
3
4
0
1
2
3
4
Self Others
Lateral
0
1
2
3
4
0
1
2
3
4
Self Others
Positive Referents
Restrictive
4
3
2
1
0
4
3
2
1
0
Delimiting
4
3
2
1
0
4
3
2
1
0
Circumscribing
4
3
2
1
0
4
3
2
1
0
Passive
4
3
2
1
0
4
3
2
1
0
Vertical
4
3
2
1
0
4
3
2
1
0
Negative Referents
Monitoring Providing
Feedback
Reinforcing Influencing Creating a
Setting
Prescriptive
0
1
2
3
4
0
1
2
3
4
Self Others
Managing by Excellence
0
1
2
3
4
0
1
2
3
4
Self Others
Positive
0
1
2
3
4
0
1
2
3
4
Self Others
Reward
0
1
2
3
4
0
1
2
3
4
Self Others
Reciprocal
0
1
2
3
4
0
1
2
3
4
Self Others
Facilitating
Restrictive
4
3
2
1
0
4
3
2
1
0
Managing by Exception
4
3
2
1
0
4
3
2
1
0
Negative
4
3
2
1
0
4
3
2
1
0
Punishment
4
3
2
1
0
4
3
2
1
0
Unilateral
4
3
2
1
0
4
3
2
1
0
Constraining
KEY: 0 = Never, 4 = Always
L/I Leadership Strategy
results are presented
through ten specific
leadership strategies
or domains. These ten
are described in terms
of both their
Prescriptive and
Restrictive orientation.

8. Improving Your Leadership ImpactImproving Your Leadership Impact
How can you adjust your
leadership strategies to have a
more Constructive and less
Defensive impact?
Key leadership strategy options are aligned
with a Constructive or Defensive impact.

9. Leadership Improvement Plan - ExampleLeadership Improvement Plan - Example
Increase Constructive Impact through Envisioning:
Increase Constructive Impact through Stimulating Thinking
Based on his L/I results, this manager’s performance improvement plan consists of improving his
Constructive impact through Envisioning and Stimulating Thinking while lessening Passive/Defensive impact
on others through Influencing. The specific changes in his leadership strategies include the following:
I will do a better job of communicating a clear vision of the Department’s and each of my
subordinate’s performance objectives, their priority, and when/how to ask for my help if subordinates’
performance results fall below planned performance. (More Prescriptive)
I will lessen my tendency to view certain behaviors (as a matter of principle) as inappropriate. (Less
Restrictive)
Decrease Passive/Defensive Impact through Influencing
I will influence others by personally being open to their influence. (More Prescriptive)
I will lessen my tendency to control the activities of my subordinates by making
decisions unilaterally (Less Restrictive)
I will stimulate thinking among my subordinates by encouraging them to challenge assumptions and l
look for new ways to solving problems and improve performance. (More Prescriptive)
I will seek ways to inspire others to creatively translate problems into opportunities. (More Prescriptive)

10. L/I Deliverables - Each ManagerL/I Deliverables - Each Manager
Each Manager will receive a comprehensive (75-page) report and
a 60 to 90-minute debriefing session.
After the initial debriefing session, each Manager will participate in
a second L/I focused session which will focus on prioritizing and
documenting a short-term change plan.
Managers will meet with their coaches 1 or 2 additional
times to discuss the results obtaining from the
experiments with new leadership styles and behaviors
for a period of three or so months.
Managers will participate in a half-day Department meeting to
discuss a summarization of the Department’s L/I results, share
what they learned from their own L/I results as well as the key
objectives of the personal development plans.

11. Follow-UpFollow-Up
Each participant will work with a coach for two to three months
to ensure changes are being made and those changes are having
the positive impact envisioned.
At the conclusion of the three-month period, the DG will host a
two-hour follow-up session to review:
The changes in leadership that were planned.
The changes that were implemented.
The results realized, plus future plans.

12. Questions?Questions?
Contact Phillip Ash : professorash@ymail.comContact Phillip Ash : professorash@ymail.com
Leadership strategies and the impact they have.