Leadership 360 Report: Natsuki Morinaga

Number of work raters: 6
Number of school raters: 5

Background

Managers with greater awareness of their own behavior - and of how they are perceived by others - are more effective in leading and managing others. Recent research shows that people who understand how they are viewed by others are seen as better leaders, better colleagues, and better performers; they also receive more promotions and higher pay.

This Report

The Leadership Profile Survey in Columbia Business School’s LEAD: People, Teams, and Organizations course (B6500) provides students with feedback on how their perceptions of themselves line up with others’ perceptions of them. In this report, you’ll find information on your self rating as well as other peoples’ ratings of you and your classmates across nine domains: Perspective-Taking, Decision-Making, Motivation and Vision, Persuasion and Communication, Negotiation and Cooperation, Teamwork and Team Leadership, Culture and Structure, Networks and Diversity, and Organizational Change.

Behaviors

Within each domain, respondents rated how frequently you engage in five behaviors. Some of these behaviors are consistent with expert views on good leadership (e.g., “You are able to persuade other people and change their opinions”). Other behaviors are generally inconsistent with good leadership (e.g., “You overanalyze decisions, spending too much time thinking rather than acting”).

Respondents rated these 45 behaviors on a scale ranging from “Never” to “Sometimes” to “Always.” The scale was scored in an ascending fashion (Never = 1, Sometimes = 4, Always = 7).

The Leadership 360 Report - Part One

The report begins with two overview charts. The first compares how you rated yourself with how others (both school and work raters) rated you. A desirable pattern is to be rated highly in most or all domains and to have close agreement in how you see yourself and how others see you. In most cases, this chart highlights that you and your raters generally see you as better in some domains than others. Moreover, this chart often identifies an area or areas in which your perception of yourself departs from others’ perceptions of you.

The second overview compares others’ ratings of you with all other people’s ratings of your classmates. This chart gives a sense of how your strengths compare to your peers at Columbia Business School.

These overviews give a general portrait, averaging across all five specific behaviors within a domain and averaging across both school and work raters. It’s important to look more closely at the details provided in the subsequent pages to identify which specific behaviors signal strengths or areas for improvement and which ones show the largest gaps between your perceptions of yourself and others’ perceptions of you.

The Leadership Profile Feedback Report concludes with qualitative comments. First, you will see raters’ views of your strengths. Then, you will see comments showing areas where raters thought you could improve. Finally, you will see advice raters wanted to share with you.

Everyone’s feedback tells a different story. For some, the overview charts reflect the crucial message. For others, one or two specific behaviors emerge as the focus. For others still, the qualitative comments highlight areas for improvement. We recommend moving back and forth between each of these sources of information, looking for common themes. We also stress the importance of this report not as the final or definitive verdict, but as the start of a process which includes careful analysis and the collection of more feedback.

Overview: Self and others’ perceptions of you

What do you believe about yourself… and what do others believe about you? The chart below compares your own ratings for yourself in various leadership domains with the ratings of all those who provided feedback for you.

Overview: Perceptions of you vs. peers

How do the ways in which you were rated compare to the ways that your classmates were rated? The chart below compares the ratings of all those who provided feedback for you with the average feedback for all the students in the class.

Perspective-Taking

Perspective-taking concerns your ability to judge people accurately and understand what they’re thinking and feeling.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you, your classmates (about you), and your coworkers (about you). R indicates a reverse-scored item where 1 denotes Always and 7 denotes Never.

I misjudge people’s personality and character (R)

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.00	NA
Ratings of you by classmates	5	5	7	6.20	1.10
Ratings of you by coworkers	6	5	6	5.67	0.52

I am good at sensing what other people are thinking and feeling

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.0	NA
Ratings of you by classmates	5	5	7	5.6	0.89
Ratings of you by coworkers	6	5	7	5.5	0.84

I fail to realize the impact of what I say and do on others (R)

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.00	NA
Ratings of you by classmates	5	2	7	4.60	2.51
Ratings of you by coworkers	6	3	6	5.33	1.21

I am good at assessing other people’s strengths and weaknesses

Measure	n	min	max	mean	sd
Your self ratings	1	7	7	7.00	NA
Ratings of you by classmates	5	5	7	6.20	0.84
Ratings of you by coworkers	6	4	7	5.67	1.03

I am able to understand someone else’s perspective

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.00	NA
Ratings of you by classmates	5	1	7	5.00	2.35
Ratings of you by coworkers	6	5	7	5.83	0.75

Decision-Making

Decision-making biases and strategies concerns your ability to diagnose problems in an unbiased fashion, allowing you to make effective choices.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you, your classmates (about you), and your coworkers (about you). R indicates a reverse-scored item where 1 denotes Always and 7 denotes Never.

I overanalyze decisions, spending too much time thinking rather than acting (R)

Measure	n	min	max	mean	sd
Your self ratings	1	5	5	5.0	NA
Ratings of you by classmates	5	1	7	4.2	2.17
Ratings of you by coworkers	6	5	7	6.0	0.63

When making a decision, I seek information from a diverse array of resources

Measure	n	min	max	mean	sd
Your self ratings	1	4	4	4.0	NA
Ratings of you by classmates	5	3	7	5.8	1.64
Ratings of you by coworkers	6	3	7	5.0	1.41

I rush to judgment, rather than carefully weighing the consequences of various possible actions (R)

Measure	n	min	max	mean	sd
Your self ratings	1	3	3	3.00	NA
Ratings of you by classmates	5	6	7	6.40	0.55
Ratings of you by coworkers	6	3	6	5.17	1.17

I define problems effectively and get to the heart of a problem

Measure	n	min	max	mean	sd
Your self ratings	1	7	7	7.00	NA
Ratings of you by classmates	5	4	7	6.00	1.22
Ratings of you by coworkers	6	2	6	5.33	1.63

I make effective use of other people’s advice in making decisions

Measure	n	min	max	mean	sd
Your self ratings	1	5	5	5.00	NA
Ratings of you by classmates	5	5	7	6.00	0.71
Ratings of you by coworkers	6	2	7	5.33	1.75

Motivation and Vision

Motivation and vision concerns your ability to energize your own and others’ behavior toward a common goal.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you, your classmates (about you), and your coworkers (about you). R indicates a reverse-scored item where 1 denotes Always and 7 denotes Never.

I find ways to recognize others for their contributions

Measure	n	min	max	mean	sd
Your self ratings	1	5	5	5.00	NA
Ratings of you by classmates	5	5	7	6.00	0.71
Ratings of you by coworkers	6	4	6	4.83	0.98

I maintain focus on the goal at hand

Measure	n	min	max	mean	sd
Your self ratings	1	7	7	7.00	NA
Ratings of you by classmates	5	4	7	6.20	1.30
Ratings of you by coworkers	6	6	7	6.83	0.41

I set achievable, yet challenging goals for others and myself

Measure	n	min	max	mean	sd
Your self ratings	1	4	4	4.00	NA
Ratings of you by classmates	5	5	7	6.40	0.89
Ratings of you by coworkers	6	4	7	5.83	1.17

I am not effective at giving helpful/constructive feedback to others (R)

Measure	n	min	max	mean	sd
Your self ratings	1	5	5	5.00	NA
Ratings of you by classmates	5	2	7	5.20	1.92
Ratings of you by coworkers	6	2	6	3.83	1.47

I inspire others to contribute

Measure	n	min	max	mean	sd
Your self ratings	1	5	5	5.00	NA
Ratings of you by classmates	5	4	7	5.60	1.14
Ratings of you by coworkers	6	3	6	4.83	1.17

Persuasion and Communication

Persuasion and communication concerns your ability to persuade important stakeholders without relying on hierarchical authority.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you, your classmates (about you), and your coworkers (about you). R indicates a reverse-scored item where 1 denotes Always and 7 denotes Never.

When making a point, I am concise, brief, and clear

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.00	NA
Ratings of you by classmates	5	4	7	5.80	1.10
Ratings of you by coworkers	6	6	7	6.33	0.52

The substance of my messages gets lost because of how they are communicated (R)

Measure	n	min	max	mean	sd
Your self ratings	1	4	4	4.00	NA
Ratings of you by classmates	5	4	7	5.40	1.34
Ratings of you by coworkers	6	4	6	5.67	0.82

I am able to persuade other people and change their opinions

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.00	NA
Ratings of you by classmates	5	4	7	5.60	1.14
Ratings of you by coworkers	6	5	6	5.17	0.41

I am unable to communicate effectively in person with larger groups and audiences (R)

Measure	n	min	max	mean	sd
Your self ratings	1	4	4	4.0	NA
Ratings of you by classmates	5	4	7	5.6	1.14
Ratings of you by coworkers	6	2	6	4.5	1.64

I do not produce well-written work and communications, including letters and emails (R)

Measure	n	min	max	mean	sd
Your self ratings	1	4	4	4.0	NA
Ratings of you by classmates	5	4	7	5.4	1.14
Ratings of you by coworkers	6	6	7	6.5	0.55

Negotiation and Cooperation

Negotiation and cooperation management concerns your ability to constructively and creatively resolve differences between people.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you, your classmates (about you), and your coworkers (about you). R indicates a reverse-scored item where 1 denotes Always and 7 denotes Never.

I am good at generating innovative solutions to resolve conflicts

Measure	n	min	max	mean	sd
Your self ratings	1	4	4	4.00	NA
Ratings of you by classmates	5	5	7	5.80	0.84
Ratings of you by coworkers	6	4	6	5.33	0.82

I consider the viewpoints of other parties involved in a conflict

Measure	n	min	max	mean	sd
Your self ratings	1	5	5	5.00	NA
Ratings of you by classmates	5	5	7	6.00	0.71
Ratings of you by coworkers	6	3	6	4.83	1.17

I am able to debate issues without getting personal or emotional

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.0	NA
Ratings of you by classmates	5	6	7	6.4	0.55
Ratings of you by coworkers	6	2	6	4.5	1.97

I am willing to help when needed

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.0	NA
Ratings of you by classmates	5	6	7	6.4	0.55
Ratings of you by coworkers	6	4	6	5.5	0.84

I go beyond the ‘call of duty’ on whatever my obligations or assignments are

Measure	n	min	max	mean	sd
Your self ratings	1	5	5	5.0	NA
Ratings of you by classmates	5	6	7	6.6	0.55
Ratings of you by coworkers	6	2	7	5.5	1.76

Teamwork and Team Leadership

Teamwork and team leadership concerns your ability to build and nurture positive and productive relations among group members.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you, your classmates (about you), and your coworkers (about you). R indicates a reverse-scored item where 1 denotes Always and 7 denotes Never.

When working in a team, I make sure everybody is kept informed and in the loop

Measure	n	min	max	mean	sd
Your self ratings	1	5	5	5.0	NA
Ratings of you by classmates	5	5	7	5.8	0.84
Ratings of you by coworkers	5	4	7	5.6	1.14

I create an atmosphere in which group members feel free to disagree with one another

Measure	n	min	max	mean	sd
Your self ratings	1	5	5	5.0	NA
Ratings of you by classmates	5	6	7	6.4	0.55
Ratings of you by coworkers	5	2	5	3.8	1.30

I am unwilling to sacrifice my self interest for the good of the team (R)

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.0	NA
Ratings of you by classmates	5	5	7	6.4	0.89
Ratings of you by coworkers	5	4	7	5.8	1.30

I take initiative in contributing to the team’s efforts

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.0	NA
Ratings of you by classmates	5	4	7	6.2	1.30
Ratings of you by coworkers	5	5	7	6.0	0.71

When working on a group project, I tend to want to do it all myself (R)

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.0	NA
Ratings of you by classmates	5	2	6	4.4	1.52
Ratings of you by coworkers	5	1	3	2.4	0.89

Culture and Structure

Culture and structure concerns your ability to navigate and contribute toward building a positive organizational culture.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you, your classmates (about you), and your coworkers (about you). R indicates a reverse-scored item where 1 denotes Always and 7 denotes Never.

I fail to provide clarity about roles, responsibilities and goals (R)

Measure	n	min	max	mean	sd
Your self ratings	1	5	5	5.00	NA
Ratings of you by classmates	5	4	7	5.80	1.30
Ratings of you by coworkers	6	5	6	5.67	0.52

I create a climate where it’s safe to say what you think

Measure	n	min	max	mean	sd
Your self ratings	1	5	5	5.0	NA
Ratings of you by classmates	5	6	7	6.4	0.55
Ratings of you by coworkers	6	2	6	4.5	1.38

I build a sense of pride and purpose in my teams and organizations

Measure	n	min	max	mean	sd
Your self ratings	1	7	7	7.00	NA
Ratings of you by classmates	5	4	7	6.00	1.22
Ratings of you by coworkers	6	4	7	5.67	1.03

I support the need for a healthy work/life balance

Measure	n	min	max	mean	sd
Your self ratings	1	5	5	5.00	NA
Ratings of you by classmates	5	5	7	6.00	1.00
Ratings of you by coworkers	6	4	7	5.17	1.17

I neglect celebrating team/organization accomplishments (R)

Measure	n	min	max	mean	sd
Your self ratings	1	7	7	7.00	NA
Ratings of you by classmates	5	2	7	5.40	2.07
Ratings of you by coworkers	6	6	7	6.33	0.52

Networks and Diversity

Networks and Diversity concerns your ability to build and maintain relationships with people from different backgrounds.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you, your classmates (about you), and your coworkers (about you). R indicates a reverse-scored item where 1 denotes Always and 7 denotes Never.

I take initiative in promoting diversity and inclusion outcomes

Measure	n	min	max	mean	sd
Your self ratings	1	5	5	5.00	NA
Ratings of you by classmates	5	4	7	5.80	1.30
Ratings of you by coworkers	6	5	7	5.67	0.82

I challenge organizational beliefs and behavior that promote homogeneity

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.00	NA
Ratings of you by classmates	5	5	7	6.20	0.84
Ratings of you by coworkers	6	3	7	5.33	1.37

I ensure personal biases and stereotypes do not influence my decision-making

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.00	NA
Ratings of you by classmates	5	5	7	5.80	1.10
Ratings of you by coworkers	6	3	7	5.33	1.51

I ask questions and engage in respectful dialogue to better understand the viewpoints of others with different identities (e.g., ethnicity, sexual orientation, age, nationality, etc.)

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.00	NA
Ratings of you by classmates	5	6	7	6.40	0.55
Ratings of you by coworkers	6	3	7	5.33	1.63

I take steps to make sure members of my team with different identities (e.g., ethnicity, sexual orientation, age, nationality, etc.) feel respected and connected

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.00	NA
Ratings of you by classmates	5	5	7	6.00	1.00
Ratings of you by coworkers	6	3	7	5.33	1.63

Organizational Change

Organizational change concerns your ability to effectively contribute toward changes in your organization.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you, your classmates (about you), and your coworkers (about you). R indicates a reverse-scored item where 1 denotes Always and 7 denotes Never.

When proposing a new approach, I act as a role model for the needed behaviors

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6	NA
Ratings of you by classmates	5	5	7	6	1.00
Ratings of you by coworkers	6	4	6	5	0.89

When crafting a plan, I seek input from numerous others on how to best implement it

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.00	NA
Ratings of you by classmates	5	5	7	6.20	0.84
Ratings of you by coworkers	6	4	6	5.17	0.98

I maintain regular, two-way communication with my co-workers

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.00	NA
Ratings of you by classmates	5	4	7	6.00	1.22
Ratings of you by coworkers	6	4	6	5.17	0.75

I fail to demonstrate sensitivity toward people affected by a change (R)

Measure	n	min	max	mean	sd
Your self ratings	1	5	5	5.00	NA
Ratings of you by classmates	5	5	7	6.00	1.00
Ratings of you by coworkers	6	3	6	5.33	1.21

Before publicly proposing a plan, I find out the opinions of the key parties affected

Measure	n	min	max	mean	sd
Your self ratings	1	5	5	5.0	NA
Ratings of you by classmates	5	5	7	5.8	0.84
Ratings of you by coworkers	6	4	7	5.0	1.26

Qualitative Feedback

Classmates indicated their views about your strengths as a colleague and a leader:

Natsuki always makes valuable contributions to a team, and is very good at being firm on his position, even amid sometimes heated debates. Even more valuable in a team environment is his ability to remain calm and cool-headed, which is a highly valuable trait during team debates.

Natsuki is great to work with. He is incredibly smart and analytical. He brings a perspective to the team that is not otherwise represented. Nats is also incredibly loyal and dependable.

Natsuki is a great asset to the team. He has really strong analytical skills, his capacity to create well throughout presentations that showcase complex mathematical concepts is impressive.

Very analytical and patient in explaining ideas.

Natsuki is a very intelligent leader who takes the time to make sure everyone understands complex concepts. He is surely an asset to any team he is placed on.

Coworkers indicated their views about your strengths as a colleague and a leader:

He is always comiited to his goal and tris his best.

He is basically self-motivated as an investment professional. I even observed his rapid trajectory of growth while working with him for a couple of years. His strengths include the following: - He has a strong commitment to his assignment and can complete tasks quite efficiently with minimal supervision, juggling multiple tasks and viewing every work situation as a learning opportunity. - He provides timely and regular feedback candidly and constructively to the team, business partners, people from our portfolio companies etc. - He demonstrates presence that inspires confidence in others, and he is viewed as a credible professional.

Natsuki is willing to take initiative to tackle various tasks for a project and contribute to a team with his hard work. He is also superior to coordinating necessary works by putting priority well and by predicting what can be effective for the project. He is passionate about achieving a goal, with proactively trying challenging tasks and contriving unprecedented ways. He is a good team player, taking care of other’s motivation and feelings. He is also good at evaluating other peoples’ strength, weakness and various features, which could be very effective for talent hiring and assessments, negotiations and team buildings. He worked as a Private equity professional. He has acquired various skills with higher standards, which can be a great role model for younger generation.

The following three points are his strengths. - He is able to express his opinions regardless of the circumstances. - He is willing to work hard in order to contribute to his team’s situation. - Once he makes a commitment, he does not betray it.

・He thinks deeply and prepares well before a project ・He proactively thinks about the work the team needs to do and initiates it on his own initiative. ・He always finishes his work.

Natsuki is able to take the initiative in an autonomous manner regarding practical matters and perform consistently even in stressful situations.

I attribute this to his ability to make calm decisions based on the opinions of those around him, his capacity to handle a large amount of work, and his passion for his work.

Classmates indicated their views about areas where you could improve:

His cool-headedness can be a double-edged sword, potentially appearing to be cold and reserved to people whom he’s meeting for the first time.

Nats can be a bit of a perfectionist. It’s a great quality, but we as a team definitely need to agree when it’s time to draw the line and focus on refining rather than generating new ideas. This has not had a negative impact on the team yet, but I could see that becoming a source of conflict in the future.

Natsuki, at times, can over-analyze problems. At times, reaching a consensus can take a long time, and if reviewing a problem doesn’t necessarily yield more robust results, we should take the best available course of action and move on.

Should be more assertive, ideas are always very strong.

Natsuki is a humble person and should not be afraid to take credit for his hard work.

Coworkers indicated their views about areas where you could improve:

He is sometimes persistent to his opinios.

From the view point of building relationships with an open mind, he had better demonstrate care and inclusiveness for teammates and colleagues in a manner that is authentic and meaningful. For examples, he used sometimes to fail to hide back his irritation, impatience, or indifference when communicating in person.

To become a great leader, Natsuki should work on how to be more positively influential person. He also needs to learn how to collaborate with mediocre persons by enhancing their motivation. Regarding skill sets, he has a room to improve presentation skill to make it possible to persuade audiences more effectively. While he has built his career in financial industry in Japan, but broadening his perspectives would be essential for his future career developments.

He could be a better leader if he took care of the following:. - More open to diverse opinions. He is a very trustworthy team member, but he could increase the quality of his output by being more tolerant of other opinions. - Consider communication methods that are appropriate for the person you are working with. He prefers a relatively direct style of communication, so I believe that using different methods depending on the person he working with will help him understand himself better. - Further practical opportunities. He is a person who can deepen his learning through actual experiences much more.

Translated with www.DeepL.com/Translator (free version)

・It is necessary to listen to opinions that differ from one’s own and to objectively judge which opinion should be adopted. ・He needs to perform at a certain level of performance even when he is not in the mood for work

I recognize that Natsuki’s strong passion is a strength, so expressing it in a direct and positive way will allow him to engage more people more effectively and increase the output of his work.

I also feel that he has the advantage and experience of being able to have a realistic view of investments and that his perspective could be broadened by working on a seemingly challenging pictorial view of growth and pursuing it.

Classmates offered advice about your leadership/managerial behavior:

Open up a bit more during initial meetings with people, but no need to force it either. Be yourself :)

I would say that this could very easily be addressed by simply polling the team when the majority feels we have sufficiently covered a topic or assignment, and at that point refraining from presenting new ideas or major changes (there are always exceptions of course if we overlooked a glaring issue).

I would suggest Natsuki to avoid reviewing deliverables multiple times when outcome improvements are diminishing.

Be willing to speak up more.

Be more open to accepting praise for your hard work and accomplishments.

Coworkers offered advice about your leadership/managerial behavior:

There is no advice since I would like him to continue to be like him

I believe he will be able to become more resilient and inclusive through the new married life, which could make him more authentic as a professional.

Aggressively devote himself in team works in his business school. Create opportunities to learn a lot from people in various industry in the US.

I wish he would be more confident and listen to others. I am sure that his ability and potential will be conveyed to those who actually work for him, so I hope he will give it his all and not worry about the company’s evaluation of him as a person or the timing of his promotions.

・Should have frequent dialogue with the team leader to break the time line into short segments and clarify what needs to be done and evaluated

I believe that consciously prioritizing Natsuki’s own passions and communicating them to those around him is a factor that will help him make strides.

Currently, he seems to be reserved in that area and seems to have room to work on it.

Natsuki has the hard skills and sense of responsibility, and I think people around him would welcome him expressing himself more.

The Leadership 360 Report - Part Two

Based on thousands of students’ experiences with the Leadership Profile Feedback Report, we have identified areas where many students want and benefit from additional feedback. Part Two includes your own and your raters’ responses in these areas, building on the initial report in ways that are both more specific and more general.

This report begins with two important specific domains: Listening and Assertiveness. In each domain, the results zero in on concrete behaviors, such as “When someone else is speaking, you interrupt and/or show impatience” and “You speak up and share your view when it is appropriate.”

There are five behaviors within each domain. Respondents rated these behaviors on the same seven-point scale used in Part One of the Leadership Profile report, ranging from “Never” to “Sometimes” to “Always.” The scale was scored in an ascending fashion (Never = 1, Sometimes = 4, Always = 7).

For most students, feedback in these specific domains gives them more detail for understanding the feedback in the initial report. For instance, someone who had a low score on the item “You consider the viewpoints of other parties involved in a conflict” in the initial report might find additional evidence in this report on why others might believe that, consulting items such as “Your assertiveness goes too far at times” (Assertiveness) and “You listen effectively to criticism and alternative points of view” (Listening).

The specific domain results are presented in a format similar to that used in Part One. For each domain, a bar chart shows averages for self ratings, as well as averages for your school and work raters. Additional bars show the average ratings of your peers at Columbia Business School in each domain. Following each bar chart is a set of tabular results, indicating averages and ranges for each individual item.

The report concludes with feedback on general impressions, including dimensions such as agreeableness and extraversion. Many students find it helpful to understand how they are seen in general, not just in terms of leadership behaviors. These results often help students put their other feedback in context and better understand how they come across to others. More details on these dimensions and how to interpret the feedback are provided later in this report.

The results contained in this report are a companion to the results in Part One of the Leadership Profile Feedback Report. In some cases, you may have lingering questions from Part One that are addressed in Part Two. Part Two also often raises questions that lead students back to Part One looking for other connections.

It’s often helpful to look for links between the different levels of feedback. For instance, how are the specific behaviors reported here linked to leadership domains, such as Influencing Others or Motivating Others, in Part One? And how do those leadership perceptions relate to the general impressions people have of you in terms of Openness, Extraversion, and so on?

There is no single path for making these connections, but a thorough review of Parts One and Two often leads students to meaningful connections and new insights about how they are seen by others and why those perceptions emerge.

Listening

Listening concerns your ability to get others to open up, share information, and feel that they have been heard.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you, your classmates (about you), and your coworkers (about you). R indicates a reverse-scored item where 1 denotes Always and 7 denotes Never.

When someone else is speaking, I interrupt and/or show impatience (R)

Measure	n	min	max	mean	sd
Your self ratings	1	7	7	7.0	NA
Ratings of you by classmates	5	6	7	6.6	0.55
Ratings of you by coworkers	6	2	6	4.5	1.64

As a listener, I get others to open up, elaborate, and share information

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.00	NA
Ratings of you by classmates	5	5	7	6.20	0.84
Ratings of you by coworkers	6	3	6	4.83	1.17

I listen effectively to criticism and alternative points of view

Measure	n	min	max	mean	sd
Your self ratings	1	7	7	7.00	NA
Ratings of you by classmates	4	5	7	6.25	0.96
Ratings of you by coworkers	6	3	6	4.67	1.03

When someone else is speaking, I tend to drift off, appearing distracted or inattentive (R)

Measure	n	min	max	mean	sd
Your self ratings	1	7	7	7.00	NA
Ratings of you by classmates	5	6	7	6.80	0.45
Ratings of you by coworkers	6	3	7	5.67	1.37

I build on what I have heard, incorporating it into the conversation

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.0	NA
Ratings of you by classmates	5	5	7	6.0	1.00
Ratings of you by coworkers	6	5	6	5.5	0.55

Assertiveness

Assertiveness concerns your ability to stand up for and pursue your interests without being overbearing.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you, your classmates (about you), and your coworkers (about you). R indicates a reverse-scored item where 1 denotes Always and 7 denotes Never.

I speak up and share my views when it is appropriate

Measure	n	min	max	mean	sd
Your self ratings	1	7	7	7.0	NA
Ratings of you by classmates	5	6	7	6.6	0.55
Ratings of you by coworkers	6	5	7	6.0	0.63

I am able to stand my ground in a heated conflict

Measure	n	min	max	mean	sd
Your self ratings	1	7	7	7.00	NA
Ratings of you by classmates	5	6	7	6.60	0.55
Ratings of you by coworkers	6	5	7	5.67	0.82

I am persistent in my requests of others

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.00	NA
Ratings of you by classmates	5	5	7	6.00	1.00
Ratings of you by coworkers	6	5	7	5.83	0.75

I am willing to confront people on topics where I disagree

Measure	n	min	max	mean	sd
Your self ratings	1	7	7	7.00	NA
Ratings of you by classmates	5	2	7	5.60	2.07
Ratings of you by coworkers	6	3	7	5.33	1.51

My assertiveness goes too far at times (R)

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.0	NA
Ratings of you by classmates	5	5	7	6.2	0.84
Ratings of you by coworkers	6	2	6	4.5	1.64

General Impressions

Others do not always see us the way we see ourselves, especially in their first impressions. In this feedback report, we aren’t concerned with the question of which impression (yours or theirs) is right or wrong. Instead, we encourage you to focus on the differences between your ratings of yourself and others’ general impressions of you. By understanding how others generally see you, and how that differs from how you see yourself, you can think about the consequences of the impression you make on others and how that fits with your personal goals.

This feedback is based on a model of five basic dimensions of impressions, described below. Of course, these domains don’t capture your full personality, but they gauge important ways in which impressions differ.

When it comes to leadership, the goal is not necessarily to receive a high score on any given dimension. Different kinds of impressions can be successful, but you should strive to be aware of how people perceive you.

Below, you’ll find the specific questions that underlie these results. You can also see in greater detail where your self ratings converge with or depart from others’ impressions of you. Look for connections between this feedback on people’s general impressions of you and the feedback you received on specific leadership behaviors. These impression results are most meaningful when seen as part of a larger pattern of results including your other feedback.

Note: each of these dimensions was gauged with two questions, as shown below. The score for the second question in each pair was reversed and averaged with the score for the first question to yield the overall scores shown here.

Extraversion: Whether you’re seen as outgoing and enthusiastic, or reserved
Agreeableness: Whether you’re seen as warm or quarrelesome
Conscientiousness: Whether you’re seen as dependable or careless
Stability: Whether you’re seen as stable and calm or easily upset
Openness: Whether you’re seen as open to new things or conventional

R indicates a reverse-scored item where 1 denotes Always and 7 denotes Never.

Extraversion

Whether you’re seen as outgoing and enthusiastic, or reserved.

I see myself as…
Extraverted, enthusiastic

Measure	n	min	max	mean	sd
Your self ratings	1	4	4	4.0	NA
Ratings of you by classmates	5	3	5	3.4	0.89
Ratings of you by coworkers	6	4	6	5.5	0.84

Reserved, quiet (R)

Measure	n	min	max	mean	sd
Your self ratings	1	3	3	3.00	NA
Ratings of you by classmates	5	1	3	1.80	0.84
Ratings of you by coworkers	6	3	6	4.17	1.17

Agreeableness

Whether you’re seen as warm or quarrelesome.

I see myself as…
Critical, quarrelsome (R)

Measure	n	min	max	mean	sd
Your self ratings	1	1	1	1.0	NA
Ratings of you by classmates	5	5	7	6.4	0.89
Ratings of you by coworkers	6	1	7	4.0	2.19

Sympathetic, warm

Measure	n	min	max	mean	sd
Your self ratings	1	5	5	5.00	NA
Ratings of you by classmates	5	4	7	5.20	1.30
Ratings of you by coworkers	6	4	6	4.83	0.75

R indicates a reverse-scored item where 1 denotes Always and 7 denotes Never.

Conscientiousness

Whether you’re seen as dependable or careless.

I see myself as…
Dependable, self-disciplined

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.0	NA
Ratings of you by classmates	5	1	7	5.4	2.61
Ratings of you by coworkers	6	2	6	5.0	1.67

Disorganized, careless (R)

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.00	NA
Ratings of you by classmates	5	6	7	6.60	0.55
Ratings of you by coworkers	6	3	7	5.83	1.47

Stability

Whether you’re seen as stable and calm or easily upset.

I see myself as…
Anxious, easily upset (R)

Measure	n	min	max	mean	sd
Your self ratings	1	6	6	6.00	NA
Ratings of you by classmates	5	5	7	6.40	0.89
Ratings of you by coworkers	6	3	7	5.67	1.37

Calm, emotionally stable

Measure	n	min	max	mean	sd
Your self ratings	1	7	7	7.00	NA
Ratings of you by classmates	5	5	7	6.40	0.89
Ratings of you by coworkers	6	2	6	4.33	1.51