Our favorite fictional leaders from Hollywood films, while silly on screen, are funny to us because their management styles are true and familiar. Maybe you think you’re leading like a Dumbledore, but your inner avatar screams Elle Woods. Take our short quiz, add up your score at the end, and unleash your true Hollywood identity. Stay tuned until the end to uncover some of our expert tips on leadership and strategy at the end!Which Hollywood character embodies your #leadership style? Take this #quiz and find out:Tweet This!
1. When it comes to setting goals for departments or assignments, the first thing on your mind is…
- Setting high expectations and being a model of integrity and fairness.
- Setting a budget to make sure our strategy is in-line with a very likely return on investment.
- After everything is assigned, I ask my teams what their personal goals and outcome hopes are for this project so I can set myself up to help them achieve their goals.
- In an effort to inspire my team, I’ll first come up with an optimistic vision of why we need to attain our goals!
- Before setting any assignments or goals, I assess each team member for their individual strengths and skill levels to best direct the project.
2. When I give employees feedback I…
- Think how I can be constructive, linking feedback to organizational goals.
- Think about the reward of quality work or the consequences of poor work that comes at the end of the conversation.
- Ask employees how I can better my approach as a leader to them.
- Encourage the person who is receiving feedback to hold a two-sided conversation with me.
- Take a coaching approach - letting team members know a job well done as it happens!
3. When I prepare for performance reviews, I typically...
- Make sure to ask how this employee plans to innovate and create change in the upcoming quarter.
- Think of unique rewards that will offer the development style of the employee being reviewed. (For example...an employee who is always looking for learning and development opportunities will be more interested in an increased conference stipend than an employee who wants to get certified in a new field.)
- Come up with a small handful of questions, but ultimately want the employee to drive the conversation.
- Offer myself up as a resource to help struggling employees achieve their goals.
- Focus on the individual, their job description, and how they’re keeping to it to see how we might need to realign expectations or shift titles.
4. Feedback is most important to deliver...
- All the time. There’s no time like the present to make changes!
- In times of big win. Let’s celebrate!
- When employees come to me with struggles, I know it’s time to listen to their needs and provide leadership.
- In times of change, when employees might feel frightened by shifts, it’s time to show them you’re there with them!
- Consistently to stay on track with organizational goals and visions.
5. How I feel about improvement feedback:
- Improvement feedback is crucial to skill development.
- Improvement feedback normally only surfaces when we see a big dip in results or there’s a goof in the system and we need to get ourselves in check.
- I’m not crazy about improvement feedback, but will give it if others on my team are suffering.
- We don’t give improvement feedback.
- Improvement feedback is a critical skill to develop as a leader, especially in times of crisis.
6. After I’ve given feedback I will…
- Follow up with employees to track progress 2 weeks later.
- Who has time to do anything after that?
- I follow up as I see improvements being made. I always ensure pure feedback is given in a timely manner from when the behavior occurs.
- Set up a related list of goals for myself to improve upon so we can work on goals together!
- Send employees resources to help them reason with the feedback given to understand the purpose of team direction.
7. It’s important to actively show team members how their jobs contribute value to the organization.
- Agree - when employees can see their contributions making change, they’re more likely to be encouraged to innovate in the long run.
- Disagree - Not a huge aspect to the big result.
- Agree - furthermore, I like to take this a step further and make sure I’m contributing value to them as employees.
- Absolutely - Team work makes the dream work.
- Yes, I find it highly effective to incorporate how employees are contributing to company values during any instance possible.
8. I follow up with feedback I’ve provided to track progress:
- Every time - how else can we track forward-movement?
- If we’re not doing our job right, our customers and the analytics will be telling.
- When I follow-up on feedback, I like to make sure my employees know they can always use me as a resource to help make progress actually happen!
- I work alongside my team, I’ll know if progress and feedback isn’t being properly implemented right away.
- Sometimes, depending on the feedback given.
9. I know what my team members are working on and visit their workspaces often:
- Strongly disagree
- Strongly agree
10. When formulating feedback, observations and talking points are my own. I do not source help from others.
- Strongly agree - I’m the leader for a reason!
- Disagree - Numbers and customer satisfaction are the tell all.
- Neutral - I have my observations, but I listen to what my employees have to say first!
- Strongly disagree - Always source from management and other team members.
- Agree - Leadership should see it all.
All finished! Ready to calculate your score?
To calculate your score, add up your number of:
Mostly A’s: The “Elle Woods”
A Transformational Leader: You’re a leader who self manages, stays on tops of trends, takes initiative in times of risk or making difficult decisions and is always looking ahead. You find it difficult to bring up issues that happened too long ago, so real-time feedback is your best method for working in the now and getting stuff done!
Mostly B’s: The “Gordon Gekko”
A Transactional Leader: You’re a leader who believes in the services and products of his or her company. If something isn’t working, the numbers and customers will come knockin’.
Mostly C’s: The “Elsa”
A Servant Leader: You’re a leader who practices self-sacrifice for the betterment of your employees and teams. You’re aware of the importance of feedback, which is why you try to lead two-way feedback to give your employees a voice first.
Mostly D’s: The “Woody”
A Charismatic Leader: You don’t just lead teams, you walk right next to them! You believe in the power of body language and high-energy encouragement. You don’t ever leave your employees in the dark because, well, you don’t want to be in the dark either! One for all, all for one!
Mostly E’s: The “Dumbledore”
The Situational Leader: You are a wise leader and morally-based. You excel in times of crisis and always bring your employees back to the core values of the company.