Leadership Versatility Index

A patented 360-degree feedback survey addressed to TOP managers with a unique leadership model. It raises the awareness of the strengths overused and deficiencies, contributing to the development of leadership competencies.

The model that emphasizes on strengths had been widely used in organizations as the main drive for raising individual performance. Unfortunately, only focusing on developing a strength and ignoring the less positive aspects leads to an incomplete picture of the leader.

Versatility concept

In a disruptive operating environment, rigid adherence to a certain course can be a quick path to disaster. The best leaders and organizations can adjust on the fly and adapt to shifting priorities, a change in plan, and emerging opportunities.

This requires a full range of behaviors and skills. The LVI is designed to increase the versatility of individuals – as well as organizations.

Versatility is correlated with:

Subordinate job satisfaction, commitment, engagement, & sense of empowerment
Team morale, engagement, cohesion (in executing strategy)
Variety of business process methods
Team and business unit productivity
Overall leadership effectiveness.

Benefits of using LVI:

Lopsidedness awareness
Objective feedback
Straighten out crooked thinking
Manage the overused strengths
Understanding and overcoming the shortcomings.

What makes the LVI distinct?

Rating Scale
Leadership Model
Research Support
Development Model
Follow-through Tools.

1. Rating Scale

Expanding versatility is not just about strengthening less developed areas; it can also involve calibrating strengths that the leader may overuse from time to time. Rather than evaluating them as “good or bad,” feedback on the LVI advises you which behaviors to emphasize more and which to emphasize less to better reconcile the competing demands of leadership.

The leader’s behavior is rated on a unique scale. Unlike the typical rating scale where “higher scores are better,” the ideal score is in the middle of this scale, 0, the “Right Amount."

2. Leadership Model

100+ years of research in psychology and in management have identified two key aspects of leadership: the interpersonal how, and the organizational what. Typically, models developed by psychologists focus on the how; those developed by management thinkers emphasize the what.

The LVI embraces both: Forceful and Enabling behaviors address how a leader interacts with and influences others; Strategic and Operational behaviors address what a leader focuses the organization on.