Leading Edges report - Kim Lee

About this report

The Leading Edges assessment explores the edges of three aspects of leadership, each of which depicts important behaviours that influence leadership. These are classed as environment, roles and modes.

The leading environment group deals with the type of climate and culture the leader is likely to create or encourage. Leading roles reveals the relative preferences the leader has for acting as a strategist, tactician, situationalist or functionary specialist. We then display Kim’s leading modes, through which they makes their contribution as a leader.

Results for Kim Lee

The leading environment

Here we are given the opportunity to contrast Kim’s relationship to two concepts. Firstly, that people act in ways that are sometimes rational and structured, but sometimes intuitive and unstructured. And secondly, that they vary between directive or participative styles to achieve what they perceive to be an optimal environment. Overall, there will a balance between directive and participative style, and between rational and intuitive processes.

• More often than not, rather than taking a Structured approach to leadership, Kim tries out varied approaches in order to get results - a preference that may see them establishing only a few rules and outlining a minimalistic set of conditions to keep things on track. Although this style is suited to unstructured situations, Kim also indicates that in the right conditions they are willing to organise themself and others more systematically.

• When the environment highlights a need for operating in a Collaborative way, Kim is moderately to strongly inclined to consider others’ needs and viewpoints. They will often encourage consensus and shared effort. Supporting of others, they also accept help in return and they prefer situations where people operate as collaborative equals.

• Although they do have some preference for operating in a Flexible way, Kim gets more enjoyment from environments that offer consistency and stability. Nonetheless, should circumstances be such that being flexible and adaptable are a better strategy, they would be willing to ’meet people half way’.

• Kim prefers not to be too Directive in their interactions and is likely to let others go their own way, setting their own direction and pace, and choosing their own methods. They prefer situations where authority is not overused.

Leading roles

The assessment now moves on to examine Kim’s self-perception of about the balance of their leadership contribution through strategic, tactical, situational or functional activities. Strategists tend to look for the best positioning, while tacticians influence events by defining objectives and advocating for action to achieve them. The situationalist adapts quickly to changing landscapes whilst the functionary leader will apply their specialist knowhow, experience or skills to achieve measurable results through their own behaviours.

• Kim prefers to seek the best positioning, comparing the given environment and the preferred environment, playing the Strategist and looking for location, reach and status. They can focus on issues that bring strategic benefits, integrating everything into one effort.

• They are strongly predisposed to leading in environments that need them to be the Tactician, and they enjoy influencing events by focusing on the purpose, the tactics to use, and the way the action will develop. Kim can skillfully gather and use intelligence to gain the best effect.

• Kim adapts quite well to issues as they emerge, usually responding to each unexpected situation by making the most of their available choices. As a Situationalist they can exploit the conditions for the greatest gain or to minimise loss.

• Although when it comes to operating as a Functionary leader, results indicate that they are somewhat less concerned with functional issues than with other aspects of a leader’s role, there is also a reasonable likelihood that given the right mix of circumstances Kim will step up and get things done using their personal skills, and their relevant specialism.

Kim’s leading modes

In this third set of factors we reveal Kim’s self assessment of their preferences for each of the management modes of leader, planner, organiser and controller. These modes are all interactive, although people individually will be stronger in some than in others. None of these four is ‘all there is to know’ about that mode or about Kim. For example as a leader they have to do much more than perform the behaviours we discuss under the leader mode – they also need to bring a blend of planner, organiser and controller behaviours to function effectively. The mix and balance of all four is what rounds out the behaviours.

• Kim can make interpersonal contracts with others and can cause them to take necessary actions. As a Leader they portray effective behaviours, guiding others to develop theirs.

• They get satisfaction from estimating prospects, determining objectives and, as an effective Planner, they proposes the best course of action for both themself and others. They can identify the steps to take, preparing the means of gaining the desired results.

• Kim is comfortable finding resources, securing supply, and bringing them together for allocation. As a competent Organiser they can structure and assign resource usage, and they can provide the required resources when and where they’re needed. They ensures others have appropriate access to resources.

• Lastly, when we examine Kim’s preferences around the function of the Controller, we see that they can set standards for consistency of operation and output, monitoring progress, measuring results and comparing outcomes with aims. They can correct processes and stabilise activities.