LEADERSHIP ASSESSMENT

What if you knew exactly
what holds you back?

Traditional 360° feedback measures behavior. We measure why it occurs — and what prevents it. Six layers: from beliefs through capabilities, stress triggers, and visible behavior to outcomes and wellbeing.

Methode entdecken Survey Experience

99Items

99 evidence-based items measure leadership across six layers: Belief, Competence, Trigger, Behavior, Outcomes, and Wellbeing — calibrated for boutique consulting.

12Dimensions

12 progressive dimensions from Integrity to Adaptability — across 3 leadership pillars: Self, Team, Change.

7Lim. Tendencies

7 limiting tendencies like micromanagement or harmony-seeking — the invisible brakes that block progressive strengths.

6Layers

Belief → Competence → Trigger → Behavior → Outcomes + Wellbeing: Six layers measure not just what's visible, but why — and when regression sets in under pressure.

LEADERSHIP ORIENTATION 0% P68

4.2

Outcome
Effectiveness

Outcome Effectiveness Score (OES)

Wahrgenommene Führungswirksamkeit — das Kriterium, gegen das alle anderen Dimensionen validiert werden. Drei Items: Ergebnis-Exzellenz, People Development, Strategic Impact. Nur Fremdbewerter + Selbst.

3.8

Followership
Index

Followership Index (FI)

Abgeleitete Kennzahl: Wie stark folgen Menschen dir freiwillig? Berechnet aus Integrität, EQ, Coaching, Empowering und Gesamteffektivität — nur Fremdbewerter. Je höher, desto stärker die freiwillige Gefolgschaft.

4.0

Wellbeing
Index

Wellbeing Index (WBI)

Nachhaltigkeit der Führungskapazität — der Energiepuffer, der bestimmt, ob Überzeugungen zu Verhalten werden. Drei Belief-Items (Workload, Recovery, Purpose) + drei Behavior-Items. Läuft quer durch das gesamte Modell.

WHY DIFFERENT

What traditional 360° feedback can't do.

Traditional 360°

LEADBeyond 360°

WHY LEADERSHIP GETS STUCK

The Leadership Dynamic

Leadership is a system. Inner beliefs drive thoughts that determine which capabilities you actually deploy. Under pressure, Trigger activate feelings — fear, insecurity — that flip your behavior from progressive to limiting. That determines your Outcomes. And your Wellbeing determines how much pressure you can take before it happens.

Inner Dynamic

Visible

Wellbeing

Energy Buffer

TRADITIONAL 360°

Behavior Outcomes

Only the outer ring

LEADBEYOND 360°

Belief Competence Trigger Behavior Outcomes Wellbeing

The complete system

HOW WE MEASURE

Six Measurement Modules

To capture the cycle diagnostically, we measure along the causal chain: What do you believe (Belief) → what could you do (Competence) → what throws you off (Trigger) → what do you actually do (Behavior) → what do you achieve (Outcomes). Plus: Wellbeing as the energy buffer that determines whether beliefs translate to behavior at all.

Belief

The inner conviction that triggers thought patterns. Self-assessment only — because only you know what you truly believe.

31 Items Self only Likert 1–6

Developmental Psychology

Robert Kegan — In Over Our Heads (1994)

Kegan's constructive-developmental theory distinguishes five stages of consciousness — each changes what a person perceives as

Leaders at higher stages can better tolerate complexity and contradiction without falling into black-and-white thinking

Competencies alone don't explain why some leaders regress under pressure — the belief system behind them is decisive

Change begins not with behavior (the symptom) but with conviction (the cause)

Coaching that targets only behavior has short-term effects — lasting change requires work on the meaning-making system

That's why we measure beliefs as a standalone layer — not an appendix. 31 items capture the belief system that determines all other layers.

Hidden Commitments

Kegan & Lahey — Immunity to Change (2009)

Competing commitments aren't weakness — they were once intelligent survival strategies that became automated

Without making these conflicts visible, development stays a cycle: intention → relapse → frustration

Kegan & Lahey distinguish technical learning (new skill) from adaptive learning (new belief) — only the latter changes leadership sustainably

70% of leaders only identify their actual development block through the ITC method (Harvard Graduate School of Education)

That's why we distinguish progressive dimensions and limiting tendencies as two sides of the same coin — and measure both at the belief layer.

Competence

What would be possible — existing competence. Measured by self + all rater groups.

12 Items Self + Raters Progressive Dim.

Self-Efficacy

Albert Bandura — Self-Efficacy: The Exercise of Control (1997)

Bandura's concept explains why highly competent leaders don't act in certain contexts — they don't believe it will work in this specific situation

Four sources feed self-efficacy: mastery experiences, modeling, verbal encouragement, and physiological signals — all diagnostically useful

Self-efficacy expectation is a stronger predictor of performance than actual ability (Meta-analysis: Stajkovic & Luthans, 1998)

The capability-behavior gap is no accident: leaders with high ability but low self-efficacy don't show the behavior under pressure

Skills training without building self-efficacy produces

That's why we measure capability and behavior separately. The gap between them is the most diagnostically valuable data point — it reveals untapped potential.

Behavior

What is actually visible — what clients, teams, and superiors experience every day.

44 Items Self + All Raters Progressive + Limiting

Blind Spots & Self-Other Gap

Atwater & Yammarino — Self-Other Agreement (1992)

Vier diagnostische Typen: Überschätzer (Self > Others), Unterschätzer (Self < Others), In-Agreement/Good und In-Agreement/Poor — jeder braucht eine andere Entwicklungsstrategie

Over-raters are the most dangerous group: they see no need for action while their environment perceives clear deficits

Under-raters are often high-potentials: they rate themselves more critically and benefit most from positive feedback

Over-rating correlates significantly with lower team engagement and higher turnover — measurable costs

Self-other agreement only improves with active work on the data — feedback without context isn't enough

That's why we collect behavior items from multiple perspectives and calculate Predicted Blind Spots: based on the defense pattern, we predict where the perception gap lies — and validate against actual data.

LOR & Business Impact

Anderson & Adams — Mastering Leadership (2016)

The ratio of creative (progressive) to reactive (limiting) competencies is the single best predictor of business performance — validated across 500,000+ assessments

r = 0.93 — one of the highest correlations ever measured in leadership research (comparison: personality tests correlate r = 0.20–0.35)

Leaders with high creative ratios generate 25–40% higher team engagement than reactive leaders

Reactive leadership isn't ineffective — it's limited. It works in stable environments but fails under complexity and ambiguity

Business performance includes team productivity, profitability, employee engagement, and customer satisfaction — hard KPIs

That's why we calculate the LOR as a ratio of progressive and limiting behavior scores — with industry benchmark. The single strongest statement in the entire report.

Trigger

When does progressive leadership tip into limiting behavior? The specific pressure situations that activate regression.

10 Items Self only Likert 1–6

Defense Mechanisms

Manfred Kets de Vries — The Leadership Mystique (2006)

Psychodynamic research at INSEAD: most leaders have automated defense patterns that stay invisible under normal pressure but take over under stress

Typical clusters: Over-Control (perfectionism + micromanagement), Narcissistic (status + self-promotion), Avoidant (passivity + decision avoidance) — directly mappable to our defense patterns

The very patterns that made someone successful become their Achilles heel under stress — strength under pressure becomes weakness

Defense mechanisms are evolutionary protective reactions — only when they run automatically without reflection do they become a leadership problem

Coaching without understanding psychodynamic patterns stays on the surface — it must reach the unconscious dynamic without sliding into clinical diagnostics

That's why we cluster the 7 tendencies into 5 Defense Patterns (Over-Control, Over-Performance, Avoidance, Pleasing, Distancing) — diagnostically deeper than individual patterns, without becoming clinical.

Adaptive Leadership

Ronald Heifetz — The Practice of Adaptive Leadership (2009)

Technical vs. adaptive challenges: expert solves problem vs. the system itself must change — leaders confuse both systematically

Adaptive tension — the state between

Regression shows as work avoidance: quick solutions instead of deep analysis, upward delegation, focus on mechanics instead of people

The ability to hold adaptive tension is trainable — but only when specific triggers (when exactly does the leader tip?) are identified

That's why we measure 8 trigger items as a standalone layer: When does progressive leadership tip into regression? Which pressure situation activates which defense pattern? Self-assessment only — because only you feel when you react differently under pressure.

THE PROGRESSIVE SIDE IN DETAIL

3 Pillars · 12 Dimensions

The 12 progressive dimensions describe what excellent leadership looks like in boutique consulting. Each dimension is measured at three levels: Belief (do you believe it?), Competence (can you do it?) and Behavior (do you do it?).

Task Orientation

Relationship Orientation

Progressive items: 14 Belief → 12 Competence → 26 Behavior = 52 progressive items across 12 dimensions (4–6 each)

THE LIMITING SIDE IN DETAIL

5 Defense Patterns · 7 Tendencies

Every leader has protective mechanisms — automatic reactions to pressure, uncertainty, or fear. We identify 5 defense patterns expressed through 7 concrete tendencies (4 items each: 2× Belief + 2× Behavior).

The 10 trigger items (Layer 4) reveal which defense pattern activates under stress.

SURVEY EXPERIENCE

Intuitive assessment — thoughtfully designed down to every detail.

Raters experience a focused, mobile-optimized survey with automatic progress tracking, contextual hints, and full anonymity. Self-assessment: ~18 minutes. Other raters: 12–15 minutes.

REPORTING

A dashboard that creates clarity.

12 interactive views. From Executive Summary to individual items. Benchmarks, blind spots, stress pulse — all at a glance.

Live-Dashboard öffnen

RATER DESIGN

Who rates what — and why.

Not every perspective can assess everything. Each rater group gets a tailored questionnaire. Click a group for details.

BeliefInner conviction (self only)

CompetenceExisting capability

BehaviorVisible behavior

HR ADMINISTRATION

Full control over every 360° cohort.

HR and project leads maintain full oversight: manage assessments, track completion rates, send reminders, and see participant status at a glance.

What if you knew exactly what's holding you back?

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360° Leadership Diagnostics

Know what actually moves leadership

A consultant-led 360° assessment that connects beliefs, capability, behaviour under pressure and outcomes – built for consulting and professional-services firms.

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What if you knew exactly what holds you back?