Test: “Self-Knowledge Matrix (Leadership)”Original Concept
The original concept for this test stems from extensive research conducted by two American psychologists, Joseph Luft and Harry Ingham, who created a method called the Johari Window. This methodology focused on questions closely linked to human behavior and its impact on others. After using these Johari Window concepts in MBA programs both within and outside Brazil, FATOR RH decided to adapt this technique, created almost a century ago, drawing on the excellent studies and discoveries of American psychologists to develop a framework that could help leaders better understand themselves and their relationships with others. If you've reached this section to complete this test, you're likely reading one of FATOR RH's books: High-Impact Leadership and Hospital Accreditation Processes. In that case, welcome to our website. We recommend that you learn more about our Leadership work (Cooperative Games – Gamification) and other projects like "Competency-Based Management" or online courses to expand these opportunities to other leaders within your hospital or healthcare institution. Now that you're here, here are the technical guidelines for completing the test:
Guidelines
1. The following test is not a "x" test, meaning it's not a single-choice, true-or-false test. Rather, it's a test in which you'll be presented with, for example, a work/leadership situation, and you'll have to read the two possible answers and prioritize them.
2. You should assign scores to both answers "a" and "b." The scores range from 0 to 10 and represent the frequency or frequency with which you typically use or practice what is written in each answer. For example: Let's imagine that in situation no. 1, you usually react similarly to letter or answer "B." So here you need to give a score from 0 to 10. If you do what is written in alternative "B" 60% of the time, give a score of 0.6. Consequently, answer "A" should be given a score of 0.4.
3. Because the sum of the two alternatives (“a” and “b”) must always be 10.
4. Other examples:
a) 5 b) 5 (here the sum is 10 – that’s correct! And you’re answering that 50% of the time you use alternative “a” and 50% of the time you use answer “b”)
a) 7 b) 3 (here the sum is 10 – that is correct. And you are saying that 70% of the time you use alternative “a” and only 30% of the time you use answer “b”)
5. Be very honest; don't choose high scores for an alternative you know you don't practice much. Remember that the test result depends on the transparency and sincerity of your answers. Think about what you do TODAY on your team, not what you'd like to do one day.
Click the button below to start the test and then at the end write down the scores you achieved and, finally, return to the book to fill out your graph and better understand your SELF-KNOWLEDGE MATRIX (leadership) results.
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Questions
1.
If a subordinate of mine had a disagreement with another manager in the organization, on whose cooperation I depend to do my job, I would:
I would explain to my collaborator that, in these cases, both parties share responsibility.
I wouldn't touch on the subject, to avoid further complications, hoping that, in time, common sense will prevail.
2.
If one of my coworkers became uncomfortable around me as a result of a previous argument, I would:
I would change the focus so as not to dwell on the past, avoiding making the problem worse with any observation about it.
I would try to find out his reasons and how his behavior towards me was affected by the incident and/or my attitude.
3.
If one of my employees started to avoid me and perform their tasks in a restrained manner, I would:
I would adopt a similar behavior and keep our contacts on a professional basis only, since that is how he prefers to relate to me and develop his work.
I would expose his behavior and ask him to tell me why he acts that way.
4.
When a conversation about a work topic starts to get into an item I'm not very familiar with, I:
I openly confess my ignorance, regardless of others' reactions, and encourage the conversation to continue so I can learn more.
I try not to prolong the conversation and even, if possible, change the subject, so that my collaborator does not notice my lack of knowledge, until I can learn or find out more about the topic.
5.
When a colleague points out actions of mine that they believe are harming my effectiveness as a manager, I:
I encourage him to talk about what he's observed in my attitude, ask for examples, and ask what suggestions for changes he believes would be best in this context.
I quickly try to show him the reasons for my behavior, justifying my actions.
6.
If an employee of mine were accepted on a trial basis by a manager in another area for a position that, in my opinion, was above his or her qualifications and skills, I would:
I would not mention my position to either of them, giving them the opportunity to deal with the matter without my interference.
I would express my concern first to my employee and then also to my fellow Manager, leaving the final decision to them.
7.
If I noticed that one of my employees was having a negative attitude towards their colleagues, perhaps as a result of my stance as a leader, I would:
I would ask individual questions to some team members to see if they are aware of this situation and, once diagnosed, I would have a conversation with the employee who is adopting this attitude.
I would wait for one of them to come and talk about it, to discuss the matter and think about what would be most appropriate to do in this situation.
8.
If I (the leader) were having personal problems and a coworker told me that I had been aggressive and irritable towards him and others, even in minor situations, I would:
I would listen to the employee's presentation and comment that I have serious personal concerns and that I understand that I need to resolve them to avoid these situations in the sector, but that it was likely that this would still take some time.
I would listen to your observations and give a very brief explanation of the situation.
9.
When I hear from an employee comments about an unpleasant rumor about another employee and I know that this rumor will hurt the employee if he finds out, and, in this situation, if the employee himself came to ask me what the rumor about him is, I:
I would claim that I am not aware of the matter.
I would tell him exactly when I heard the rumor and what is being said about it.
10.
When discussing the results of their performance evaluation with very “sensitive” employees, in an evaluation consensus session, I:
I avoid focusing too much on your mistakes, I leave some issues unaddressed, and I don't create all the individual development plans so as not to lower your morale and leave you feeling bad.
I focus on both your strengths and your gaps (GAPs). And I develop improvement action plans for all weaknesses, without exception, to help you review your work.
11.
If my relationship with one of my collaborators were to deteriorate due to repeated arguments over a matter of importance to us, I would:
I avoided bringing up the subject again so as not to worsen our relationship even further, hoping that, little by little, things would return to normal.
I would highlight the effects that the disagreement had had on our relationship and suggest that we talk about the matter again until the issue was resolved.
12.
If, upon concluding the communication of the results of an employee's performance evaluation, he or she suddenly proposed to discuss my performance as well, I would:
I would argue technically that this action is not his responsibility and that my superior would be in a better position to evaluate my performance, from an organizational point of view.
I would welcome the opportunity to learn about my subordinate's assessment of my work and encourage their feedback, without overstepping hierarchical boundaries and respect.
13.
If a collaborator confessed that he was hostile to a third party, who he believed was being unfair to other team members, and I completely agreed with him, I would:
I would listen without expressing my opinion, because he could repeat it later to others, since the matter was more confidential.
I would listen and demonstrate understanding of his vision and express my ideas so that he would understand my position as a leader.
14.
If I suspected unpleasant rumors about me on my team and knew that one of my coworkers would be aware, I would:
I would listen without expressing my opinion, because he could repeat it later to others, since the matter was more confidential.
I would listen and demonstrate understanding of his vision and express my ideas so that he would understand my position as a leader.
15.
If, in a collaborator's relationships with the rest of the team, I noticed that he was doing a series of things that diminished his own acceptance by the group, I would:
I wouldn't give my opinion, so as not to create conflicts in relationships.
I would risk a dialogue on the subject and pass on my impressions directly to him.
16.
If, during a conversation with two employees, one of them mentioned some actions and plans of theirs that could affect our department and of which I was not aware, I would:
I would question them to get more information about these actions and their opinions on the matter.
I would leave it up to them whether or not to talk about the subject, allowing them to change the subject.
17.
When a coworker seems preoccupied most of the time, rebelling against me and getting irritated with me over unimportant things, I:
I wouldn't bother you for a while, assuming your problems are personal and temporary, none of my business.
I wouldn't wait long to call him for feedback, talk to him and find out why he was rebelling against my guidance within the sector.
18.
When I get upset with one of my employees, to the point where it interferes with our professional performance, I:
I don't tell him anything openly, but I let him know my feelings and I would keep our relationship on a strictly professional basis.
At the first opportunity, I provoke feedback, to talk about my feelings.
19.
If an employee said I had a disagreement with the head of another department, on whose cooperation he depends to do his job, I would:
I would not bother to discuss the matter, as I would consider your observation to be out of place and even somewhat insubordinate (impertinent).
I would discuss it openly with him to find out how his work was being affected by this situation.
20.
When I'm leading a new team, I always try to:
Define what I expect from each person in their role.
Allow employees to continue their normal work routines.
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