LEAD 360 Report
Leadership 360 Report: Ryoichi Yamamoto
Number of work raters: 5
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 | 4 | 4 | 4.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.8 | 0.45 |
| Ratings of you by coworkers | 5 | 4 | 7 | 6.0 | 1.22 |
I am good at sensing what other people are thinking and
feeling
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 3 | 3 | 3.0 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 5.8 | 0.84 |
| Ratings of you by coworkers | 5 | 3 | 6 | 4.2 | 1.30 |
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 | 3 | 3 | 3.0 | NA |
| Ratings of you by classmates | 5 | 7 | 7 | 7.0 | 0.00 |
| Ratings of you by coworkers | 5 | 3 | 7 | 5.6 | 1.52 |
I am good at assessing other people’s strengths and
weaknesses
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 3 | 3 | 3.0 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 5.8 | 0.84 |
| Ratings of you by coworkers | 5 | 4 | 6 | 4.8 | 0.84 |
I am able to understand someone else’s perspective
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 3 | 3 | 3.0 | NA |
| Ratings of you by classmates | 5 | 4 | 7 | 6.0 | 1.22 |
| Ratings of you by coworkers | 5 | 5 | 6 | 5.4 | 0.55 |
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 | 2 | 2 | 2.0 | NA |
| Ratings of you by classmates | 5 | 4 | 7 | 6.4 | 1.34 |
| Ratings of you by coworkers | 5 | 6 | 7 | 6.4 | 0.55 |
When making a decision, I seek information from a diverse array
of resources
| 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 | 5 | 6 | 7 | 6.4 | 0.55 |
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 | 5 | 5 | 5.0 | NA |
| Ratings of you by classmates | 5 | 2 | 7 | 5.8 | 2.17 |
| Ratings of you by coworkers | 4 | 6 | 6 | 6.0 | 0.00 |
I define problems effectively and get to the heart of a
problem
| 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 | 5 | 4 | 7 | 5.8 | 1.30 |
I make effective use of other people’s advice in making
decisions
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 4 | 4 | 4.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.6 | 0.55 |
| Ratings of you by coworkers | 5 | 3 | 7 | 5.4 | 1.52 |
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 | 3 | 3 | 3.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.2 | 0.45 |
| Ratings of you by coworkers | 5 | 5 | 6 | 5.4 | 0.55 |
I maintain focus on the goal at hand
| 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 | 5 | 7 | 6.2 | 0.84 |
I set achievable, yet challenging goals for others and
myself
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 4 | 4 | 4.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.2 | 0.45 |
| Ratings of you by coworkers | 5 | 2 | 7 | 5.4 | 2.07 |
I am not effective at giving helpful/constructive feedback to
others (R)
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 3 | 3 | 3.0 | NA |
| Ratings of you by classmates | 5 | 4 | 7 | 6.4 | 1.34 |
| Ratings of you by coworkers | 5 | 4 | 7 | 6.0 | 1.22 |
I inspire others to contribute
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 5 | 5 | 5.0 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 6.2 | 0.84 |
| Ratings of you by coworkers | 5 | 5 | 7 | 6.2 | 1.10 |
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 | 5 | 5 | 5.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.4 | 0.55 |
| Ratings of you by coworkers | 5 | 5 | 7 | 6.2 | 0.84 |
The substance of my messages gets lost because of how they are
communicated (R)
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 3 | 3 | 3.0 | NA |
| Ratings of you by classmates | 5 | 4 | 7 | 6.0 | 1.41 |
| Ratings of you by coworkers | 5 | 5 | 7 | 6.2 | 0.84 |
I am able to persuade other people and change their
opinions
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 5 | 5 | 5 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 6 | 0.71 |
| Ratings of you by coworkers | 5 | 5 | 7 | 6 | 0.71 |
I am unable to communicate effectively in person with larger
groups and audiences (R)
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 2 | 2 | 2.0 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 6.4 | 0.89 |
| Ratings of you by coworkers | 5 | 4 | 7 | 5.6 | 1.14 |
I do not produce well-written work and communications, including
letters and emails (R)
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 5 | 5 | 5.0 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 6.2 | 0.84 |
| Ratings of you by coworkers | 5 | 6 | 7 | 6.8 | 0.45 |
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 | 3 | 3 | 3.0 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 6.0 | 1.0 |
| Ratings of you by coworkers | 5 | 4 | 7 | 4.8 | 1.3 |
I consider the viewpoints of other parties involved in a
conflict
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 4 | 4 | 4.0 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 5.8 | 0.84 |
| Ratings of you by coworkers | 5 | 5 | 7 | 6.0 | 0.71 |
I am able to debate issues without getting personal or
emotional
| 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 | 1 | 7 | 5.8 | 2.68 |
I am willing to help when needed
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 5 | 5 | 5.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.8 | 0.45 |
| Ratings of you by coworkers | 5 | 6 | 7 | 6.6 | 0.55 |
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 | 6.4 | 0.55 |
| Ratings of you by coworkers | 5 | 6 | 7 | 6.8 | 0.45 |
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 | 4 | 4 | 4.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.6 | 0.55 |
| Ratings of you by coworkers | 5 | 4 | 6 | 5.2 | 0.84 |
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 | 5 | 7 | 6.2 | 0.84 |
| Ratings of you by coworkers | 5 | 2 | 6 | 3.4 | 1.67 |
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 | 5 | 5 | 5.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.8 | 0.45 |
| Ratings of you by coworkers | 5 | 3 | 6 | 5.0 | 1.41 |
I take initiative in contributing to the team’s
efforts
| 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 | 5 | 2 | 7 | 5.2 | 2.17 |
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 | 3 | 3 | 3.0 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 6.4 | 0.89 |
| Ratings of you by coworkers | 5 | 3 | 6 | 3.8 | 1.30 |
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 | 3 | 3 | 3.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.6 | 0.55 |
| Ratings of you by coworkers | 5 | 5 | 7 | 6.2 | 0.84 |
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 | 5 | 7 | 6.4 | 0.89 |
| Ratings of you by coworkers | 5 | 1 | 7 | 4.2 | 2.39 |
I build a sense of pride and purpose in my teams and
organizations
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 5 | 5 | 5.0 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 6.2 | 0.84 |
| Ratings of you by coworkers | 5 | 3 | 7 | 5.0 | 1.58 |
I support the need for a healthy work/life balance
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 5 | 5 | 5.0 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 6.2 | 0.84 |
| Ratings of you by coworkers | 5 | 2 | 7 | 3.8 | 1.92 |
I neglect celebrating team/organization accomplishments
(R)
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 4 | 4 | 4.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.8 | 0.45 |
| Ratings of you by coworkers | 5 | 5 | 7 | 5.6 | 0.89 |
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 | 4 | 4 | 4.0 | NA |
| Ratings of you by classmates | 5 | 4 | 7 | 5.6 | 1.14 |
| Ratings of you by coworkers | 5 | 2 | 5 | 3.8 | 1.10 |
I challenge organizational beliefs and behavior that promote
homogeneity
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 3 | 3 | 3.0 | NA |
| Ratings of you by classmates | 5 | 1 | 7 | 4.8 | 2.68 |
| Ratings of you by coworkers | 5 | 3 | 7 | 4.8 | 1.79 |
I ensure personal biases and stereotypes do not influence my
decision-making
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 4 | 4 | 4 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 6 | 0.71 |
| Ratings of you by coworkers | 5 | 5 | 7 | 6 | 1.00 |
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 | 5 | 5 | 5.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.8 | 0.45 |
| Ratings of you by coworkers | 5 | 4 | 7 | 6.0 | 1.22 |
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 | 4 | 4 | 4.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.4 | 0.55 |
| Ratings of you by coworkers | 5 | 4 | 7 | 6.0 | 1.22 |
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 | 4 | 4 | 4.0 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 6.2 | 0.84 |
| Ratings of you by coworkers | 5 | 4 | 7 | 5.8 | 1.10 |
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 | 4 | 4 | 4.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.4 | 0.55 |
| Ratings of you by coworkers | 5 | 5 | 7 | 6.4 | 0.89 |
I maintain regular, two-way communication with my
co-workers
| 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 | 5 | 3 | 7 | 5.6 | 1.95 |
I fail to demonstrate sensitivity toward people affected by a
change (R)
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 3 | 3 | 3.0 | NA |
| Ratings of you by classmates | 5 | 7 | 7 | 7.0 | 0.00 |
| Ratings of you by coworkers | 5 | 4 | 7 | 5.4 | 1.14 |
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 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 6 | 0.71 |
| Ratings of you by coworkers | 5 | 5 | 7 | 6 | 0.71 |
Qualitative Feedback
Classmates indicated their views about your strengths as a colleague and a leader:
He is incredibly willing to put in the work and help other students understand the work and assignments. He is always prepared for each discussion and puts in his share of the work.
Ryo is a very thoughtful and intelligent person and often points out unique information and views that I myself had not considered. It is a pleasure to work with Ryo!
Ryo, you come up with ideas that improve the processes of our learning team, many of which we still use today. For example, it was your idea to create a GoogleDrive for collaboration and you proposed the idea of a 24-hour advance meeting request to respect everyone’s time. Nobody asked you to come up with these ideas and I recognize your initiative. Additionally, you contribute in a way that works for you, preparing answers in advance for things like the Economics airplane case and statistics HW 3. Lastly, you always thank those who do the “small” tasks of submitting homework or making little edits in the WhatsApp group. I appreciate your recognition of others. It has been lovely to work with you, and I look forward to continuing our relationship!
I have always found Ryo to be an accountable and trustworthy individual who takes responsibility for any mistakes he has committed as well as encouraging individuality. This is so long as he obeys the organizational rules and rules that he has to follow.
Ryoichi is a quick thinker and especially is very good at quantitative things.
Coworkers indicated their views about your strengths as a colleague and a leader:
Highly understanding about other’s feelings and situations
圧倒的な知識、思考力やそれを備えるための努力を惜しまない人であり、プレーヤーとして最強だと思います。リーダーとしての立場は見たことがないので判断できませんが、チームメンバーを自らの分身として育てられれば最強のチームが作れるのではないでしょうか。
Ryoichi’s strength is his enthusiasm for research. He always tries to understand each job from different angles.He also never fails to improve himself. His enthusiasm for his work motivates many of his colleagues, especially his junior colleagues.
A hard Woker. Calm but having strong willingness to achieve task Reliable and give good influence to other team members
・Conducting thorough research and study ・Acting with strong ownership ・Coraborating with colleagues and counterpaties to solve
Classmates indicated their views about areas where you could improve:
He is fairly reserved and thus his ideas and contribution can sometimes be overlooked when we are meeting in person and discussing the ideas.
Of course English can be improved but that’s to be expected! Ryo’s English has improved tremendously in the past month and I look forward to his further progress. Don’t be afraid to speak up even if you can’t find the perfect words in English as your views are always valued and constructive! You’re doing great Ryo!
Ryo, you certainly contribute more than enough to our learning team, but I encourage you to vocalize your opinions in team meetings more. At the start of the semester, you shared that one of your goals was to improve your English. Our learning team strives to be a safe and inclusive environment, and I know I can do better in inviting you to participate and will try to improve. We want to hear your voice!
communication. But i know that it will get better with time
Ryoichi is always supportive to others, but he might be able to feel free to tell others what he wants/ wishes.
Coworkers indicated their views about areas where you could improve:
Communication skills
Ryoichi does not expect much from others, so he sometimes completes tasks on his own without asking his subordinates to do so. His management style suits subordinates who are enthusiastic about their work, but underperforming subordinates may lose the opportunity to learn. It would be good to change the way we treat unmotivated colleagues and subordinates who cannot do their jobs.
Careful support to younger colleagues
・Listening to subordinates ’insists more carefully ・Thinking and acting more creatively with new aspects
Classmates offered advice about your leadership/managerial behavior:
He should feel comfortable asking questions and speaking up more when we’re meeting so we can ensure we are incorporating his ideas and taking in to account his thoughts or issues. We want to be sure he feels as much a part of the team as everyone else.
Immerse yourself in more American social situations and the English and slang that Americans use will start to click and make more sense. You’re doing a great job!
If you feel hesitant, maybe a good starting point for practice would be asking questions not related to work (like Jose and his winter clothes). Let us know how we can help you!
As this is a safe place where we can do various experiments, It is totally okay to be open to others.
Coworkers offered advice about your leadership/managerial behavior:
Sometimes he is too straight to express his thoughts to others
挑戦し続けることを辞めないでほしいなと思います！常に高身を目指している姿が後輩の励みになるかと思います。
Meet regularly with subordinates on a one-on-one basis and make an effort to learn about their work perspectives and motivations.
Working in a weak area and struggle making position
It is better to consider the thought process of others. Discussing and expressing freely what we think is effective for each other.
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 | 5 | 5 | 5.0 | NA |
| Ratings of you by classmates | 5 | 7 | 7 | 7.0 | 0.0 |
| Ratings of you by coworkers | 5 | 4 | 7 | 5.8 | 1.1 |
As a listener, I get others to open up, elaborate, and share
information
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 5 | 5 | 5.0 | NA |
| Ratings of you by classmates | 5 | 3 | 7 | 5.4 | 1.52 |
| Ratings of you by coworkers | 5 | 5 | 7 | 6.0 | 0.71 |
I listen effectively to criticism and alternative points of
view
| 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 | 5 | 5 | 7 | 6.6 | 0.89 |
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 | 3 | 3 | 3.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.6 | 0.55 |
| Ratings of you by coworkers | 5 | 4 | 7 | 5.2 | 1.10 |
I build on what I have heard, incorporating it into the
conversation
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 4 | 4 | 4.0 | NA |
| Ratings of you by classmates | 5 | 2 | 7 | 5.2 | 1.92 |
| Ratings of you by coworkers | 5 | 4 | 7 | 5.6 | 1.14 |
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 | 5 | 5 | 5.0 | NA |
| Ratings of you by classmates | 5 | 3 | 7 | 5.4 | 1.82 |
| Ratings of you by coworkers | 5 | 4 | 7 | 6.4 | 1.34 |
I am able to stand my ground in a heated conflict
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 5 | 5 | 5.0 | NA |
| Ratings of you by classmates | 5 | 2 | 7 | 4.8 | 1.92 |
| Ratings of you by coworkers | 5 | 4 | 7 | 5.8 | 1.30 |
I am persistent in my requests of others
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 6 | 6 | 6.0 | NA |
| Ratings of you by classmates | 5 | 3 | 7 | 4.4 | 1.95 |
| Ratings of you by coworkers | 4 | 4 | 7 | 5.0 | 1.41 |
I am willing to confront people on topics where I
disagree
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 4 | 4 | 4.0 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 5.6 | 0.89 |
| Ratings of you by coworkers | 5 | 4 | 7 | 5.6 | 1.34 |
My assertiveness goes too far at times (R)
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 3 | 3 | 3.0 | NA |
| Ratings of you by classmates | 5 | 7 | 7 | 7.0 | 0.00 |
| Ratings of you by coworkers | 5 | 4 | 7 | 5.6 | 1.14 |
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 | 5 | 5 | 5 | NA |
| Ratings of you by classmates | 5 | 3 | 7 | 5 | 1.58 |
| Ratings of you by coworkers | 5 | 2 | 6 | 4 | 1.58 |
Reserved, quiet (R)
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 2 | 2 | 2.0 | NA |
| Ratings of you by classmates | 5 | 1 | 7 | 3.4 | 2.3 |
| Ratings of you by coworkers | 5 | 1 | 7 | 3.4 | 2.3 |
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 | 2 | 2 | 2.0 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 6.6 | 0.89 |
| Ratings of you by coworkers | 5 | 1 | 7 | 3.8 | 2.17 |
Sympathetic, warm
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 6 | 6 | 6.0 | NA |
| Ratings of you by classmates | 5 | 5 | 7 | 5.8 | 0.84 |
| Ratings of you by coworkers | 5 | 1 | 7 | 4.6 | 2.61 |
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 | 4 | 4 | 4.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.6 | 0.55 |
| Ratings of you by coworkers | 5 | 5 | 7 | 6.4 | 0.89 |
Disorganized, careless (R)
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 2 | 2 | 2.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.8 | 0.45 |
| Ratings of you by coworkers | 5 | 5 | 7 | 6.0 | 1.00 |
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 | 5 | 5 | 5.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.4 | 0.55 |
| Ratings of you by coworkers | 5 | 5 | 7 | 6.6 | 0.89 |
Calm, emotionally stable
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 6 | 6 | 6.0 | NA |
| Ratings of you by classmates | 5 | 6 | 7 | 6.8 | 0.45 |
| Ratings of you by coworkers | 5 | 5 | 7 | 6.4 | 0.89 |
R indicates a reverse-scored item where 1 denotes Always and 7 denotes Never.
Openness
Whether you’re seen as open to new things or conventional.I see myself as…
Open to new experiences, complex
| 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 | 5.8 | 1.30 |
Conventional, uncreative (R)
| Measure | n | min | max | mean | sd |
|---|---|---|---|---|---|
| Your self ratings | 1 | 2 | 2 | 2.0 | NA |
| Ratings of you by classmates | 5 | 3 | 7 | 5.2 | 1.64 |
| Ratings of you by coworkers | 5 | 4 | 7 | 4.8 | 1.30 |