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HOME MARK MURPHY / LEADERSHIP IQ BLOG QUIZ: WHAT'S YOUR LEADERSHIP STYLE?

Quiz: What's Your Leadership Style?

Leadership styles describe the differing approaches that leaders use. For example, Apple’s Tim

Cook and Amazon’s Jeff Bezos use wildly different leadership styles. Some are competitive, others

collaborative, and others structured. Research identi�es four leadership styles: Pragmatist, Idealist,

Steward and Diplomat. But what's YOUR leadership style?

Leadership Styles Quiz What's your leadership style? Are you like a tech CEO or a world leader? More like Steve Jobs or

Gandhi? Take this Leadership Styles Assessment and see what style of leadership you have!

Stewards are the rocks of organizations. They’re dependable, loyal and helpful, and they provide a stabilizing and calming force for their employees. They value rules, process and cooperation. They believe that a chain is only as strong as its weakest link, and they move only as fast as the whole chain will allow. And they take care to help those who struggle. Working for Stewards o�ers the chance to be part of a well-oiled machine. It o�ers security, consistency and cohesion. It may not o�er great opportunities for individual glory or an adrenaline rush, but it does provide great opportunities for team success. Stewards can often be found in mission-critical areas of the organization and they are often relied-upon by leaders in other divisions. For the appropriate people, it’s a great situation. Famous Stewards include George Washington, Mother Teresa and Ginni Rometty (CEO of IBM).

STEWARD

S H A R E YO U R R ES U LT S !

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It's time to really understand your style of leadership.  We’re going to dig deep into leadership

styles, but feel free to jump to any section that interests you:

Leadership Styles Video

The Big 4 Leadership Styles

Choosing Employees That Fit With Your Leadership Style

Is There One Perfect Leadership Style?

How Each Leadership Style Exhibits Transformational Leadership

Signs That Your Leadership Style Is Too Tough

Signs That Your Leadership Style Is Too Soft

Leadership Styles Video

 

 

The Big 4 Leadership Styles

Here’s a quick overview of the four leadership styles:

Now that you have your personal leadership styles results, let’s dig deeper into each of the four

fundamental leadership styles: Pragmatist, Idealist, Steward and Diplomat.

Pragmatists have high standards, and they expect themselves, and their team

members, to meet those standards. Pragmatists are driven, competitive, and they

value hitting their goals above all else. They can be bold thinkers, unafraid of taking

the road less traveled (even when others struggle or feel anxious). They are also

hard-driving and often enjoy smashing through obstacles.

Pragmatists are driven, competitive, and they value hitting their goals above all else.

Idealists want to learn and grow, and they want everyone else on the team to do the same.

Stewards are dependable, loyal and helpful, and they provide a stabilizing and calming force for their

team members.

Diplomats are the af�liative force that keeps groups together and typically build deep personal bonds

with their employees.

Remember that leaders can be effective or ineffective within each of these four styles of

leadership, and there are a million subtle variations, but these four leadership styles give us a way

to pinpoint some major philosophical differences between leaders.

Now let’s take a deeper dive…

The Pragmatist Leadership Style

Working for Pragmatists can be dif�cult but rewarding. The job is not for the faint-of-heart or

thin-skinned, but the opportunities to learn and become expert under the Pragmatist’s tutelage are

second-to-none. The job can sometimes feel like an apprenticeship to a master artist or professor.

This offers the potential for exceptional intellectual growth, but also for burnout and criticism. It’s

a great situation for the right individuals, but employees who work for Pragmatists may �nd that

bottom-line results can sometimes outpace softer measures like employee engagement.

The Pragmatist style is the least common of all the leadership styles, accounting for around 8-12%

of American leaders. But, it’s interesting to note that top-level executives have a higher percentage

Idealists are high-energy achievers who believe in the positive potential of

everyone around them. Idealists want to learn and grow, and they want everyone

else on the team to do the same. They’re often charismatic, drawing others to

them with their intuition and idealism. They’re open-minded and prize creativity

from themselves and others.

Stewards are the rocks of organizations. They’re dependable, loyal and helpful,

and they provide a stabilizing and calming force for their employees. Stewards

value rules, process and cooperation. They believe that a chain is only as strong

as its weakest link, and they move only as fast as the whole chain will allow,

taking care and time to help those who struggle to keep up.

of Pragmatists than other groups, like Managers, Directors and Vice Presidents.

Based on my observations, I consider Franklin D. Roosevelt, Jeff Bezos (CEO of Amazon) and

Marissa Mayer (CEO of Yahoo) to be Pragmatists.

The Idealist Leadership Style

Working for Idealists offers the chance to be creative and to express oneself. Team members �nd

they have an equal voice and that they learn by doing. Working for the Idealist often provides a

very democratic experience. There isn’t as much process and structure as with some other leaders

(like Stewards), and that can be a plus or minus depending on the employee. Idealist leaders are

often found doing creative work, brainstorming around a table with like-minded individuals. For

the appropriate people, working for the Idealist is a great situation.

The Idealist leadership style accounts for about 15-20% of American leaders. And based on my

observations, famous Idealists include Tony Hsieh (CEO of Zappos) and Meg Whitman (CEO of

Hewlett-Packard).

The Steward Leadership Style

Working for Stewards offers the chance to be part of a well-oiled machine. Here, employees �nd

security, consistency and cohesion. The job may not offer great opportunities for individual glory

or an adrenaline rush, but it does provide great opportunities for team success. Stewards can often

Diplomats prize interpersonal harmony. They are the social glue and af�liative

force that keeps groups together. Diplomats are kind, social, and giving, and

typically build deep personal bonds with their employees. They’re often known

for being able to resolve con�icts peacefully (and for avoiding con�icts in the �rst

place).

be found in mission-critical areas of the organization and they are often relied-upon by leaders in

other divisions. For the appropriate people, working for the Steward is a great situation.

Similar to the Idealist, the Steward leadership style accounts for about 15-20% of American

leaders. And based on my observations, famous Stewards include George Washington, Mother

Teresa and Ginni Rometty (CEO of IBM).

The Diplomat Leadership Style

Working for Diplomats is often more fun and social than working for other leaders (especially the

Pragmatists). Diplomats put less emphasis on challenging their employees, focusing instead on

putting their people in positions that leverage their strengths in order to achieve success.

Diplomats work to avoid having people feel uncomfortable or anxious, and Diplomats are typically

thought of as highly likable. Traditional measures of employee satisfaction are often very high for

Diplomats. For the appropriate people, working for the Diplomat is a great situation.

The Diplomat is the most common of all the leadership styles, accounting for around 50-60% of

American leaders. And it’s interesting to note that, unlike the Pragmatists, top-level executives have

a lower percentage of Diplomats than other groups, like Managers, Directors and Vice Presidents.

Based on my observations, Mohandas Gandhi and Sheryl Sandberg (COO of Facebook) would be

examples of Diplomats.

Choosing Employees That Fit With Your Leadership Style

The people best suited to succeed under Pragmatist leadership style are ambitious, competitive,

demanding and audacious goal-setters. Combined with the Pragmatist’s tendencies to push

followers to produce maximal effort and to work hard on improving their weaknesses, we know

that the Pragmatist should hire those with drive and resilience. Now, hiring thick-skinned team

members is not a license to invoke an authoritarian or autocratic leadership style. It simply means

that when followers are challenged to achieve really big goals, you want subordinates who won't

crack under the pressure.

The people best suited to work under the Diplomat’s af�liative leadership are harmonious,

forgiving, and highly collaborative. Combine this with the Diplomat’s wish for an environment in

which employees genuinely like one another, and we can easily assess that the Diplomat should

hire people that are good at teamwork.

The people best suited to succeed under the Steward leadership style are detail-oriented, rule-

following, consistent performers. Combined with the Steward’s emphasis on formal procedures,

rules and policies, and on setting clear expectations, we know that the Steward should hire people

who “dot the i’s and cross the t’s,” and whose decision-making process involves careful, detailed

analysis.

Given the Idealist’s growth orientation, the archetypal employee will have a similar love of learning.

And it won’t just be formal learning, it will be an everyday stretching and growing. Subordinates

that have thrived under more democratic leaders or a boss who practiced participative leadership

will generally respond very well to the Idealist's leadership style.

Is One Of The Leadership Styles Better Than The Others?

Contrary to what most leadership books would have you believe, there is not one right way or one

perfect leadership style or management style to be successful. Franklin Delano Roosevelt and

Dwight D. Eisenhower were both incredibly successful leaders, but their styles were a study in

contrasts. And leaders like Tim Cook from Apple, Sheryl Sandberg from Facebook, and Jeff Bezos

from Amazon, are all successful leaders with wildly different approaches.

It seems intuitively obvious that leaders should embody and employ different leadership styles;

companies aren’t all the same, so why should their leaders be the same? And yet, every year there

are a wealth of leadership books purporting to illuminate the “one path” to great leadership. It’s an

absurd conceit, and a damaging one.

Yes, servant leadership can be a wonderful approach. But servant leadership is going to look very

different at a hard-charging Wall Street investment bank than it is at a small community hospital in

Mississippi.

The leadership style that works best for a team of ambitious, competitive go-getters (the

Pragmatist) is not the style that works best for a group of af�liative collaborators (the Diplomat) or

detail-oriented, rule-followers (the Steward).

Truly great leaders understand their leadership style, when to embrace it fully or dial it back, in

which environments they are most likely to succeed, and how to choose followers who �t well

with their leadership style.

It's great for every leader and manager and executive to be transformational rather than use

transactional leadership or authoritarian leadership. And nobody really loves working for

autocratic leaders. But you can still be a transformational leader with any of the four primary

leadership styles.

Also, every one of the four leadership styles can display charismatic leadership. George

Washington and Mother Teresa were Stewards and incredibly charismatic leaders. Mohandas

Gandhi was a Diplomat and a historically charismatic leader. Franklin D. Roosevelt was a

Pragmatist, and I think we would all agree that he had a remarkably charismatic leadership style.

How Each Leadership Style Exhibits Transformational Leadership

Transformational leadership describes leaders who inspire, empower, and stimulate followers to

exceed normal levels of performance. And the research shows that transformational leadership

delivers better results, like employee engagement, job satisfaction and even productivity, than does

transactional leadership (a style whereby leaders foster compliance through punishments and

rewards).

And as you’ve seen, any/all of the four leadership styles can be a transformational leadership style;

they each just do it in their own unique ways.

Pragmatists evidence transformational leadership by challenging and inspiring their team

members to achieve bigger goals. Idealists show their transformational leadership style by

continually learn and growing, and encouraging everyone else to do the same. Diplomats display

transformational leadership by empowering and building deep personal bonds with their

employees. And Stewards act as transformational leaders by providing a stabilizing and calming

force for their team members.

Most people want a leader who evidences a modicum of common decency, tolerates at least a bit

of disagreement, and minimally shares some occasional good news. These are fundamental

leadership behaviors that most followers desire and that, ideally, are embraced by all leaders,

regardless of their leadership style.

There are also leadership behaviors that are fundamentally bad. I regularly receive emails from

managers whose bosses are mentally and cognitively un�t to be leaders, and they’ll ask something

like, “Is there a leadership style that encompasses ‘crazy?’” The answer is simply, “No.” To even enter

the discussion about one’s leadership style, a person must �rst demonstrate some foundational

mental, emotional and cognitive competence. We can discuss the leadership styles of Franklin

Delano Roosevelt and Dwight D. Eisenhower because, even though they both made mistakes, they

were mentally, emotionally and cognitively competent.

Perhaps you’ve witnessed someone in a leadership role who didn’t cope well with ordinary

stresses such as basic criticism or un�attering news. Or they lacked a basic grip on reality. Or they

consistently demonstrated belligerent, instigating and vitriolic behavior. A person like that does

not have a leadership style; they don’t even deserve the moniker of leader. They may hold an

impressive title, but they are not a leader. And aside from the rare masochist, no one loves

following someone who displays those kinds of behaviors.

Signs Of Leadership Styles That Are Too Tough

Sometimes leaders can push their folks so hard and with such an autocratic leadership style that

performance suffers. I get it; there’s huge pressure on leaders to achieve results. But there’s a �ne

line between pushing people to achieve greatness and pushing so hard that employees crack.

Here are three signs that your leadership style has gotten too tough and likely veered into

autocratic leadership…

1: You Walk Into A Room And People Stop Talking

One of the surest signs that you’ve crossed the line from respect to fear is when you walk into a

room and the chatter immediately turns to silence. Contrary to popular belief, this does not mean

people were talking about you. But it’s often a sign that they’re afraid of you. And that fear that

followers have can be a sign of autocratic leadership.

Remember back in high school when you had that really tough teacher, who as soon as they

entered the classroom all the students ‘zipped it’ for fear of getting yelled at (or sent to the

principal’s of�ce)? If you enter a room and have �ashbacks to that tough teacher, you may have

strayed from respected to feared.

We all like meetings to quickly come to order. And it’s perfectly normal to not want your of�ce to

be a coffee klatch. But there’s a difference between a room quieting gently when you enter versus

people shutting-up mid-sentence out of fear. Stay aware for this warning sign.

2: When You Give Constructive Feedback, Employees Are Very Quiet

Every leader (regardless of their leadership style) is going to give tough feedback or constructive

criticism. But ideally, when you give that feedback, the recipient will have a response or ask

questions. Maybe they ask for clari�cation. Or perhaps they share their side of things. Occasionally

they might respectfully disagree. And in a perfect world, they’ll say something like ‘Gee, you’re

right…I totally get it now.’

But when the recipient of your constructive criticism sits there quietly, without much response, it’s

often an indicator that they’ve gone into mental shutdown (perhaps trying to survive a verbal

beating). When constructive feedback is given perfectly, the recipient has a ‘light bulb moment’

where they realize their error, how the error happened, and how to make things better next time. I

call this ‘making a corrective leap.’

When constructive feedback is delivered too harshly, the recipient can get defensive, shut down

mentally, and never make that ‘corrective leap.’ They fail to do anything positive or productive with

the feedback. If you observe this response happening often, with more than one of your

employees, you may need to dial down on the toughness and focus on delivering more

‘constructive’ and less ‘criticism.’

3: You Do More Than 60% Of The Talking In Meetings

Occasionally when I’m coaching a senior executive, I’ll attend a few of their meetings. One of the

metrics I track during those meetings is how many minutes the executive talks versus everyone

else in the room (I literally use a stopwatch just like an old-school gym teacher). If the executive

does more than 60% of the talking, it’s a pretty good sign that their leadership style has gotten too

tough.

There’s a difference between a meeting and an assembly. In an assembly, it’s perfectly legitimate to

call people into the room and deliver a soliloquy with a bunch of information. If you’ve got a big

announcement or a new policy change, the largely one-way �ow of information of assembly can

be acceptable.

But meetings are different. In a meeting, you brought those people into the room to solicit and

gather their input, to elicit their great ideas, and to avail yourself of their innovative thoughts. That

won’t happen if you’re doing all of the talking.

Sometimes leaders do all the talking because they have trouble sitting quietly (whether from ego

or ADHD or whatever). But sometimes leaders do all the talking because their employees are too

afraid to open their mouths. This situation can cause a lot of trouble. Test this out in your next

meeting. Stop talking for a few minutes. If your employees naturally pick-up the conversation,

you’re probably okay. But if there’s an awkward lull, or people just stare, waiting for you to speak

again, there’s an issue.

As a leader, you don’t ever want to stop reaching for greatness. But you do want to make sure that

your employees are reaching with you and not cracking under pressure. Pay attention to the

warning signs, be driven but not too tough, and you should achieve great success.

Signs Of Leadership Styles That Are Too Soft

There’s huge pressure on leaders to keep employees engaged and inspired and to create

workplaces �lled with trust and ful�llment. But sometimes these initiatives go too far and bottom-

line business results suffer. Leaders turn overly soft and are so focused on making people happy

that they forget to help employees be productive and ef�cient. And this can sometimes turn into a

laissez-faire leadership style in which the leader is so hands-off that employees no longer have

suf�cient direction or structure.

Here are �ve signs that your leadership style has become too yielding…

1. A 5-Minute Conversation Turns Into 50 Minutes

Imagine you give an employee a highly speci�c bit of constructive feedback (e.g. “this report is too

long, shave off 1,000 words”). It’s the kind of feedback that requires no more of a response than “I

got it, I’ll �x it now.” Now imagine that even though the feedback conversation should be done

within 5 minutes, you �nd yourself engaged in a lengthy conversation with the employee about

why they fell short, how that makes them feel, and why you’re somehow to blame for their

mistakes.

Has that ever happened to you? If the answer is yes, that’s a good sign that you’ve become too

appeasing. It’s good to encourage dialogue with your employees and it’s great when they feel

comfortable sharing. But when employees believe they can talk themselves out of being criticized

or held accountable, that’s a problem.

There are times when an employee just needs to say "I’m sorry. I messed up. I’ll �x it immediately."

That’s not indicative of a dictatorial or autocratic environment; it’s usually just a sign of an ef�cient

and accountable operation. There are some conversations that should be �ve minutes and done.

So when you regularly feel like �ve-minute conversations are turning into 50-minute therapy

sessions, that’s a strong sign that you’ve moved from approachable to acquiescent.

2. Your Meetings Get Off Topic And Take Too Long

Have you ever been in one of those meetings where a few of the big personalities just dominate

the conversation? They talk louder than everyone else, including you. All you hear are their

thoughts, their ideas, their yeas and their nays. The quieter employees feel totally shut out from

participating. And even when you try to rein them in, they manage to barge right through and keep

dominating.

Ideally meetings are value-adding forums where all invitees participate. Isn’t that why you called

all those people into the meeting in the �rst place? Yet, when we struggle to control the

loudmouths, when they don’t respect our authority (formal or otherwise), it’s a sign that we’re not

being forceful or commanding enough.

Of course people should talk. Intense conversations can signal a healthy team. But there still needs

to be someone in the room with enough power to keep the conversation on track, on time and

thoroughly professional.

Now, this does not mean that a leader should immediately adopt a transactional leadership style,

or start employing heavy does of autocratic leadership. It simply means that, whatever our

leadership style, we need to add in a bit more focus and discipline.

3. You Regularly Mediate Employee Con�icts (Instead Of Employees Solving Issues Themselves)

It’s troubling when a leader is regularly sucked into employee con�icts. In an ideal world,

employees would act like adults and resolve con�icts themselves, reserving the boss-as-mediator

for only the most serious issues. But when a leader has become too accommodating, employees

quickly �gure out that they plead their case to the boss and the boss will intervene on their behalf.

It’s actually quite similar to the games that our kids play; whether it’s “ma, he’s looking at me funny”

or playing one parent off another.

When the leader has a no-nonsense, ‘suck-it-up’ reputation, these manipulations are rare. But

when the leader is seen as overly accommodating or appeasing, these games will be a frequent

occurrence.

4. You See The Same Problem Multiple Times

There isn’t an organization on the planet that doesn’t have employees who make mistakes. That’s

the price of doing business. But when you see employees making the same mistakes again and

again, that’s often a sign that they haven’t gotten the message that they need to improve. And that’s

often the result of employees believing that their gentle leader won’t really follow through on

enforcing consequences.

I’m not suggesting that leaders move to the opposite extreme, where employees are risk-averse

and paralyzed by fear of being �red. That’s every bit as damaging. Rather, the effective leader will

�nd the middle ground of mistakes may be inevitable, but we all must strive to avoid making the

same mistake repeatedly. Employees need to know if they don’t take their mistakes seriously, and

work diligently and earnestly to improve, the consequences will be more than just a leader’s look

of disappointment.

5. Employees Aren’t Learning New Things

One of the biggest leadership tests is: are your people learning new things? Because if they’re not,

they’re not growing and developing and it’s a likely sign that your leadership style is too soft.

Making sure that people learn really isn’t that dif�cult. Once a month ask your people “Hey, what’s

something you’re better at now than you were last month?” If they don’t have an answer, follow up

with questions such as, “What would you like to get better at this next month?” and “What new

skills are you going to have to develop this next year to reach your big goals?”

Employee engagement surveys will obviously help you improve employee engagement.  But the smartest CEOs we

work with ...

Video: How Smart CEOs Are Using Employee Engagement Surveys To Test Their Strategy

READ MORE

 

Video: The Dunning-Kruger Effect Shows Why Some People Think They're Great Even When Their Work Is Terrible

READ MORE

 

Video: Three Reasons Why High Performers Are Often Miserable

READ MORE

Give your people HARD Goals that challenge them and push them outside of their comfort zone

and let them know that you believe they can do it. What’s interesting to think about is when you

ask leaders, “What were the most signi�cant goals you’ve ever achieved in your life, were they easy,

or were they hard? The answer is always hard. And yet, those same leaders give employees too

easy goals that are achievable and realistic and then wonder where the greatness is.

The best goals are not the ones that sit totally within your comfort zone. The best goals activate the

brain and get the most neural activity going in a positive way. These are the goals that are 20 to 30

percent outside of your comfort zone, where you can look back on that goal and say, “Honestly, I

wasn’t even totally sure I could pull that off. It was a doozy, but I’ll tell you what, I learned a ton.”

As a leader you don’t ever want to stop focusing on inspiring and engaging your employees. But

you do want to ensure that all the deep emotional connections you build with your employees and

the level of challenge you create translate into exceptional bottom-line results. Pay attention to the

warning signs, be engaging but not too accommodating, and you should achieve great success.

Related Posts

Posted by Mark Murphy on 30 March, 2017 , Leadership Skills, Leadership Styles, , no_recent, Quizzes, , , 67 comments

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Comments

Tom Fontecchio

I agree with the style evaluation. I believe it is very important to empower, develop, listen and support your team in the

pursuit of the team goal.

Adam

Very nice tool.

Sage Wrobel

Great quiz never heard of one like that

RAYMOND

Buy reading the results it made me realize the pros and cons of my actions. In applying who I am and receiving additional

feed back from my employees tell me I’m on the right path. I say As long as the result are on point and the stress factor is at

its low; I happy and satis�ed. Thank You..

Josephine

The results are straight forward and a true re�ection of my management style. Handy assessment tool

Ron

Pretty straight forward I am happy with my results…

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Previous post Next Post

- March 07, 2019

- February 19, 2019

- November 03, 2018

- November 03, 2018

- November 03, 2018

- March 21, 2018

Pearl Murray

The assessment was accurate regarding my leadership style. I am diplomatic with everything I do.

Muhammad

Was surprised to know myself.

Dolapo

This is exactly me!

7 inch king

i love this site best site for quiz and knolage ………….

Kara

Steward. Operating as a well-oiled machine offering security, consistency and cohesion. Yes.

Nelson

excellent quiz, I agree with the diplomatic leadership style. it comes a long way.

umaira

It is nice questionaire about leadership. it is new style to learn about the leadership environment and how can we manage

with employees.

charles Bridgewater

First as a leader you must have respect for all person’s.

megan

Quick and easy test!

- September 19, 2017

- September 17, 2017

- September 11, 2017

- September 10, 2017

- September 07, 2017

- August 01, 2017

- July 25, 2017

- July 10, 2017

- July 05, 2017

Scott

interesting quiz. I like it and feel like it is mostly accurate.

Praveen

I really enjoyed the quiz. I found out that I was a Diplomat.

Barbara Lamarre

Steward. This de�nitely describes me.

Archer John

Diplomat it is! Fully Agree,.but over the years I have tried to be a Balanced Leader.,sort of a combination of all the styles and

apply whenever necessary..

James Hill

No disagreement…my style has changed over the years. Working management for 20+ years has allowed me to change my

approach. Would have been much different 20 years ago,

Emmanuel Anene, Sr.

Interesting! It feels good to see myself on the same page with the likes of Gandhi and Sandberg.

Savita

This quiz lets me know my strengh and weakness exactly. With this result, I konw how to improve myself.

Saroja Shillin

I believe in achieving desired goals, I am glad that I am Pragmatist….Thank you…

Marvin Johnson

- March 20, 2017

- February 15, 2017

- January 11, 2017

- January 10, 2017

- December 19, 2016

- December 19, 2016

- October 13, 2016

- October 13, 2016

- October 10, 2016

Never thought of myself as a pragmatist.But after looking at the quiz results I can see myself in that respect,I like challenges,

and the idea of succeeding,and the feeling of accomplishment

Pamela Jenkins

I thought the test allowed me to take a hard look at myself.

Phillip R. Lisenba

I like being described as a Diplomat, it suits me very well….

Jeff MacFarland

I would have to say in times past did not put much stock in items like this. But I would have to agree dead on with this one.

Kelly McKeethan

This describes me very well – diplomatic.

Mark Wilder

I feel like this was pretty spot on, I always try to work with employees and create a great team

Nigel Baker

I never seen myself as a diplomatic type of person. I just try or attempt to do what is right in most situations although I don’t

always get it right.

David Sasada

I feel you must lead your Team insted of pushing team.

July Tran

The test is amazing, I really enjoy the result that I belongs Diplomat style.

- September 20, 2016

- September 16, 2016

- September 14, 2016

- September 14, 2016

- September 12, 2016

- September 07, 2016

- September 02, 2016

- August 29, 2016

Stephanie Hill

I really enjoyed the quiz. I found out that I was a Diplomat.

Tiffanie Lee

This �ts me perfectly in the business world and in my every day life. I’m the rock of my family and more. This best

describes my current place of work.

Alicia

I think this quiz �ts me, but also open my eyes on some improvement.

Amber

As a student, it doesn’t surprise me that the result I got was the idealist. It was also interesting to read the comments and

learn what others got as a result. I enjoyed this.

Al Jones

Looking forward to what the quiz has to say

Collin

I’m glad I’m a Pragmatists, I feel I am hard worker most of the time and wanting to reach my goal. I do the best I can when

working on a certain goal.

Sheila Hodgson

Very nice tool. Gives a wide perspective on different leadership styles.

Keith Dorsey

Thank you very much for the quiz. It helps me to look back my self. Especially, to look at my developmental areas.

Elizabeth Carrizales

- August 24, 2016

- July 06, 2016

- July 02, 2016

- June 22, 2016

- June 10, 2016

- May 09, 2016

- April 06, 2016

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- February 29, 2016

I love the fact I got Pragmatis. I am already such a hard worker and expect nothing less then the best of myself and the same

for my co workers. We should always work harder then what is expected of us.

Verna McNeal

The quiz was very clear and precise it helps you to understand more about your job and staff.

Antonio Blackmon

The survey was interesting and some question sound to much alike, but the results does �t my personality.

Ruby

That’s true about me :) Steward is my Leadership style you have to be to run a successful restaurant or business period I’m

happy with my results.

Ruby Butler

I am a Steward which means I am the rock of an Organization there are several famous people that are Steward’s to such as

George Washington, Mother Teresa, and Ginni Rometty the (CEO of IBM) that is so awesome.

Rach

I knew I would get Diplomat, people have a sense of comfort around me now if I could only parlay that feeling into a

position of work

Wendy

Answer suits my style however, I wonder what it would be different if you had more than two choices per question. Many

of my answers would be somewhere between the two or just different (vs. blk/wht). This said, “fun tool!”

Sharon

I de�nitely felt the results �t my character and style throughout.

Punit

- February 23, 2016

- February 22, 2016

- February 17, 2016

- February 17, 2016

- January 21, 2016

- December 10, 2015

- August 28, 2015

- July 22, 2015

I did not get any result of the quiz….

Robin Reeves

Interesting. Every leadership style should be applied with proper etiquette. Good manners goes a long way when working

all people.

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- July 21, 2015

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