Free Leadership Competency Self-Assessment

Built on the OGC Leadership Competency Wheel

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18 questions across six domains: Self-Leadership and Personal Excellence, Communication and Influence, Leadership Reasoning and Data Analysis, People Leadership and Development, Strategic and Business Leadership, and Innovation and Change Leadership. About five minutes. Instant profile of your relative strengths and development areas.

No email required to see your results. Want them sent to your inbox instead? Enter your email when prompted, otherwise leave that field blank.

This is a self-reflection tool, not a validated psychometric instrument. Results are meant to prompt honest reflection, not replace a formal assessment or 360 evaluation.

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1. When I receive critical feedback, I reflect on it seriously before deciding how to respond.

Almost Never

Rarely

Sometimes

Often

Almost Always

2. When I am under pressure or stress, I maintain consistent behavior and avoid taking it out on others.

Almost Never

Rarely

Sometimes

Often

Almost Always

3. I actively seek out perspectives or information that challenge my existing assumptions.

Almost Never

Rarely

Sometimes

Often

Almost Always

4. When I need to bring others around to a new idea, I adapt my approach based on what I know about their priorities and concerns.

Almost Never

Rarely

Sometimes

Often

Almost Always

5. I check for genuine understanding in important conversations rather than assuming agreement.

Almost Never

Rarely

Sometimes

Often

Almost Always

6. I can build alignment across people who have competing interests or different points of view.

Almost Never

Rarely

Sometimes

Often

Almost Always

7. Before acting on a problem, I pause to define what the actual problem is rather than jumping to solutions.

Almost Never

Rarely

Sometimes

Often

Almost Always

8. When making decisions, I actively look for data that might contradict my initial assumptions.

Almost Never

Rarely

Sometimes

Often

Almost Always

9. I can explain the reasoning behind my decisions in a way that others find credible and clear.

Almost Never

Rarely

Sometimes

Often

Almost Always

10. I invest time in developing the people I lead, not just in managing their current performance.

Almost Never

Rarely

Sometimes

Often

Almost Always

11. I give feedback that is specific, timely, and tied to observable behavior rather than general impressions.

Almost Never

Rarely

Sometimes

Often

Almost Always

12. I create conditions where people on my team feel genuinely able to contribute and take initiative.

Almost Never

Rarely

Sometimes

Often

Almost Always

13. I connect the work my team does to broader organizational goals in a way that is clear and meaningful to them.

Almost Never

Rarely

Sometimes

Often

Almost Always

14. When evaluating decisions, I consider second-order consequences and long-term trade-offs, not just immediate outcomes.

Almost Never

Rarely

Sometimes

Often

Almost Always

15. I use financial and operational data to inform my priorities and recommendations.

Almost Never

Rarely

Sometimes

Often

Almost Always

16. I anticipate resistance to change and plan for it proactively rather than treating it as a problem when it appears.

Almost Never

Rarely

Sometimes

Often

Almost Always

17. I actively pursue new approaches or solutions even when existing methods are performing adequately.

Almost Never

Rarely

Sometimes

Often

Almost Always

18. I create an environment where experimentation is encouraged and failure is treated as a source of learning.

Almost Never

Rarely

Sometimes

Often

Almost Always

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