Leadership Impact Profile

Effective leadership requires more than just delivering results—it demands the ability to inspire, engage, and develop others while maintaining strong performance and accountability. The ability to balance transformational and Transactional Leadership is imperative if you are going to succeed in Leadership in a volatile business context.

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LEADERSHIP IMPACT PROFILE QUESTIONNAIRE

This diagnostic has been designed to help you reflect on your leadership approach across two critical dimensions:

Transactional Leadership – structure, accountability, and delivery
Transformational Leadership – inspiration, development, and culture

High-performing leaders can flex between the two styles depending on context.

Please respond honestly based on your typical behaviour.

Instructions

Rate how often you demonstrate each behaviour using the following scale:

0 = Not at all
1 = Rarely
2 = Sometimes
3 = Often
4 = Consistently

Transactional Leadership

I set clear expectations for performance and outcomes.

Not at all

Rarely

Sometimes

Often

Consistently

I hold people accountable for delivering agreed results.

Not at all

Rarely

Sometimes

Often

Consistently

I monitor performance against goals and standards.

Not at all

Rarely

Sometimes

Often

Consistently

I address mistakes and performance issues promptly.

Not at all

Rarely

Sometimes

Often

Consistently

I define roles and responsibilities clearly.

Not at all

Rarely

Sometimes

Often

Consistently

I ensure policies, procedures, and standards are followed.

Not at all

Rarely

Sometimes

Often

Consistently

I focus on achieving measurable outcomes and targets.

Not at all

Rarely

Sometimes

Often

Consistently

I provide feedback based on performance results.

Not at all

Rarely

Sometimes

Often

Consistently

I ensure consistency and reliability in team outputs.

Not at all

Rarely

Sometimes

Often

Consistently

I plan and organise work to meet deadlines.

Not at all

Rarely

Sometimes

Often

Consistently

I manage performance through structured processes (e.g. KPIs, reviews).

Not at all

Rarely

Sometimes

Often

Consistently

I recognise and reward performance when expectations are met.

Not at all

Rarely

Sometimes

Often

Consistently

I intervene when performance deviates from expectations.

Not at all

Rarely

Sometimes

Often

Consistently

I prioritise efficiency and productivity in task delivery.

Not at all

Rarely

Sometimes

Often

Consistently

I maintain focus on operational delivery and execution.

Not at all

Rarely

Sometimes

Often

Consistently

I clarify priorities to ensure the team is focused on the most important outcomes.

Not at all

Rarely

Sometimes

Often

Consistently

I use data and metrics to guide performance discussions and decisions.

Not at all

Rarely

Sometimes

Often

Consistently

I follow up on agreed actions to ensure they are completed.

Not at all

Rarely

Sometimes

Often

Consistently

I address underperformance directly and constructively.

Not at all

Rarely

Sometimes

Often

Consistently

I ensure resources and processes are in place to support efficient delivery.

Not at all

Rarely

Sometimes

Often

Consistently

Transformational Leadership

I communicate a clear and compelling vision for the future.

Not at all

Rarely

Sometimes

Often

Consistently

I inspire others to feel motivated and engaged in their work.

Not at all

Rarely

Sometimes

Often

Consistently

I role model organisational values in my behaviour.

Not at all

Rarely

Sometimes

Often

Consistently

I encourage new ideas and innovative approaches.

Not at all

Rarely

Sometimes

Often

Consistently

I seek diverse perspectives when solving problems.

Not at all

Rarely

Sometimes

Often

Consistently

I create a psychologically safe environment where people feel comfortable speaking up.

Not at all

Rarely

Sometimes

Often

Consistently

I invest time in coaching and developing others.

Not at all

Rarely

Sometimes

Often

Consistently

I recognise individual strengths and tailor my approach to each person.

Not at all

Rarely

Sometimes

Often

Consistently

I build strong, collaborative relationships across the team.

Not at all

Rarely

Sometimes

Often

Consistently

I communicate with energy and optimism about the future.

Not at all

Rarely

Sometimes

Often

Consistently

I help others understand the purpose behind their work.

Not at all

Rarely

Sometimes

Often

Consistently

I support the wellbeing of my team members.

Not at all

Rarely

Sometimes

Often

Consistently

I empower others to take ownership and initiative.

Not at all

Rarely

Sometimes

Often

Consistently

I challenge existing ways of working to improve outcomes.

Not at all

Rarely

Sometimes

Often

Consistently

I build capability in others to achieve long-term success.

Not at all

Rarely

Sometimes

Often

Consistently

I encourage others to think beyond immediate tasks and consider long-term impact.

Not at all

Rarely

Sometimes

Often

Consistently

I recognise and celebrate individual and team achievements.

Not at all

Rarely

Sometimes

Often

Consistently

I actively build trust within my team through openness and transparency.

Not at all

Rarely

Sometimes

Often

Consistently

I support others to step outside their comfort zone to grow and develop.

Not at all

Rarely

Sometimes

Often

Consistently

I lead by example in embracing change and uncertainty.

Not at all

Rarely

Sometimes

Often

Consistently

Transactional Total

Transformational Total