Collaborative Leadership Profile

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WHAT IS THE TIGERS® LEADERSHIP BEHAVIORAL PROFILE™?

The TIGERS® Collaborative Leadership Behavioral Proﬁle™ is a leadership behavior quality assessment that measures the quality of six principles required for high performance team leadership and organizational cooperation. These leadership qualities support improved team performance and align with agile and collaborative work environments. The TIGERS six principles are Trust, Interdependence, Genuineness, Empathy, Risk and Success.

Discovered through a meta-analysis of psychology, business and education group dynamic research, the TIGERS six principles are anchored by behavior that ignites an employee’s natural desire to make a positive diﬀerence at work. With psychology and human performance at its core, the TIGERS six principles form behavior norms that reduce conﬂict and improve work group eﬀectiveness, while measurably improving performance. The six principles enhance leadership performance and make an organization’s values, mission and goals more attainable and the organization’s purpose more impactful.

Leadership behavior in organizations demonstrates what the work culture truly is. This is often very different than an organization’s values posted on boardroom walls.

LEADERSHIP AND GROUP BEHAVIOR PRINCIPLES

Trust
Interdependence
Genuineness
Empathy
Risk
Success

TIGERS
The 6 TIGERS principles form measurable group behavior norms that impact every level of organizational structure

Norms anchored by behaviors that support Trust, Interdependence, Genuineness, Empathy, Risk and Success determine how leaders perform, how they interact with each other, customers and with intact and remote employees every day. They provide the foundation for positive workforce relationship’s that support leadership roles and goal achievement. They accelerate, reinforce and sustain a successful workforce culture that attracts and retains highly talented and engaged employees and translates to improved productivity.

3 Cornerstones of Effective Work Culture and Leadership performance

Adapted from Joiner, the Team Handbook

By assessing the levels of the six principles in leadership behavior, the TIGERS Collaborative Leadership Behavioral Proﬁle was built on the recognition that leadership behavior impacts relationships that make goal and role achievement successful. Poor behavior leads to relationship problems that impact how employees’ brains function, and therefore, impact their emotional states, habits, productivity and ability to problem solve and plan. Responses to unacceptable behavior frequently result in defensiveness, disengagement or lack of caring, which impacts performance and work quality.

When organizational culture and department group norms resonate with leadership behaviors that support high levels of Trust, Interdependence, Genuineness, Empathy, Risk and Success, more beneﬁcial, productive outcomes occur. Defensiveness, conﬂict and procedural errors that result in lost productivity and poor quality are reduced, resulting in cost savings as well as productivity improvements. This also creates conditions that enhance an employee’s desire to perform their work well. There is greater commitment and accountability for workforce outcomes, which in turn boosts productivity and work quality.

How Good Are Your Collaborative Leadership Skills?

1/30 – In my organization, significant effort is made to understand my opinions and ideas.

2/30 – I work cooperatively to achieve both group and individual goals.

3/30 – It is not comfortable for me to ask for help from my team or department co-workers.

4/30 – On my team or in my department, I feel free to tell the truth under all circumstances.

5/30 – I feel a high level of trust from my team or department members.

6/30 – When I make mistakes my coworkers and supervisors still appreciate and respect me.

7/30 – Group members are hesitant to be honest and open with me.

8/30 – I feel that if the team or department succeeds I succeed.

9/30 – I feel I have to be discreet and guarded as to my feelings and beliefs in my team or department.

10/30 – My co-workers speak truthfully with me.

11/30 – I feel very vulnerable when I tell my team or department supervisor about my feelings and opinions regarding group direction.

12/30 – I avoid seeking help from my team or department.

13/30 – Group members listen to me in my team or department with the desire to understand me.

14/30 – I put my individual goals on hold in order to achieve the team or department goals.

15/30 – I feel comfortable in expressing strong feelings and opinions in my team or department.

16/30 – I express negative observations about team or department members directly to the member so conflict and misunderstandings can be resolved.

17/30 – I keep work secrets from the team or department.

18/30 – My team or department values me for who I am.

19/30 – I believe co-workers in my team or department try to understand my ideas.

20/30 – I am confident I know the team or department goals.

21/30 – I am not willing to assert myself in the team or department.

22/30 – I am concerned that group members do not “tell it like it is” in our team or department.

23/30 – In this team or department, I feel defensive.

24/30 – My co-workers share with me that the supervisors and managers will help them when they want help and ask for it.

25/30 – Effort is made by team or department members to understand me.

26/30 – I am confident that the team or department can do the things it has decided to do.

27/30 – I prefer always to go along with the team or department leaders rather than to risk disclosing a different opinion.

28/30 – I do not believe that team or department members are honest with each other.

29/30 – My team or department co-workers trust each other.

30/30 – My team or department co-workers show strong interest in what I have to say.

YOUR PERSONAL RESULTS

Recommendations to improve

Trust

Interdependence

Genuineness

Empathy

Risk

Success

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WHAT IS THE TIGERS® LEADERSHIP BEHAVIORAL PROFILE™?