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Leadership and Gender ~ Are There Differences?

Take the "M.U.S.E." survey!

Research undertaken by Dr Greenberg (courtesy of HR.com) suggests that women bring a different "mix" of qualities to leadership than that brought to leadership by men. The qualities that Dr Greenberg's research associates more strongly with women, are also increasingly seen as more suited to a changing workplace.

Can this be so? - The Challenge...

Career Diagnostics invites you to contribute to our own research on this topic. All participants who provide a valid email address will receive the future "Outcomes Report" when available. (Data can only be considered reliable if submitted through a valid email address.)

Resist the temptation to read ahead, before taking the survey. It is best to approach these questions with as few "external influences" as possible. You should know that Career Diagnostics has no preconceptions or "preferred outcomes". Like you, we simply have a genuine desire to learn more.

We will post results summaries (linked from this page) as data becomes available.

REMEMBER TO BOOKMARK THIS PAGE!

In responding to each of the 40 items below, rate each statement according to how strongly you agree with them.

1 = Completely Disagree : 10 = Completely Agree

On completion of the survey, click the "Add Scores" button to tally your results. Record your results somewhere safe for future reference. Once your scores are recorded, click on the "Submit" button. This will send your results for each question to Career Diagnostics, which will allow us to collate and analyse results anonymously.

Caution: When using the mouse to scroll down the page, it is easy to inadvertently change the last selection made prior to scrolling. "Left Click" the mouse on the page before scrolling up or down.

	* First Name:
	* Last name:	*Not for Publication
	* Email Address	*Not for Publication
	# Your Employment Profile:	# This data is collected for demographic analysis only. Privacy Policy
	# Age Category
	# Gender:
Q1.	In discussions about controversial topics with colleagues in meetings I clearly explain my minority view.
Q2.	I actively listen to other viewpoints before reaching conclusions or making decisions.
Q3.	I seek out the specific strengths and abilities of colleagues in relation to job-related activities.
Q4.	The balance between my work life and my life outside of work enhances my effectiveness in the workplace.
Q5.	It is important that I make my opinions clear to others.
Q6.	Colleagues consider me to be approachable.
Q7.	Employees have a role in ensuring that strategic decisions are well-informed.
Q8.	I actively pursue good physical and mental health.
Q9.	I will not allow others to ignore my views on important matters.
Q10.	I am able to help others understand the purpose of team activity.
Q11.	I believe that diversity in the team is a strength.
Q12.	Others see me as flexible.
Q13.	I have a sense of purpose in my professional life.
Q14.	Other people actively seek out my opinions on important matters.
Q15.	I demonstrate the capacity to view situations from a range of viewpoints.
Q16.	I am focussed on achieving a viable outcome to workplace issues rather than a perfect solution.
Q17.	I am the right person for my job.
Q18.	I strive to understand the motivation for the communication and behaviour of others.
Q19.	A shared team approach to an issue or situation is a strong basis for success.
Q20.	I welcome the opportunity to "sail in uncharted waters".
Q21.	I have a unique combination of skills and insights to offer the workplace.
Q22.	Organisations should focus more on "family-friendly" policies and conditions.
Q23.	It is possible for teams to come to a shared and agreed position on most topics.
Q24.	Success can only be achieved by enduring adversity and overcoming obstacles.
Q25.	I am accepted by colleagues and associates regardless of age, gender, or professional status.
Q26.	I am able "to walk a mile in someone's shoes" before making a judgement about them.
Q27.	As a matter of principle, I share important and relevant information with colleagues.
Q28.	At times, "managing up" (i.e. providing leadership to leaders and managers on specific matters) is my responsibility.
Q29.	Others recognise my contribution to achievement of goals.
Q30.	Sometimes the personal needs of others have to be given a higher priority than immediate work-related goals or tasks.
Q31.	When I see a colleague struggling with a task or function familiar to me I offer assistance.
Q32.	I accept full responsibility for my contributions to job-related activities.
Q33.	I am outcome focussed in my approach to my work.
Q34.	The wellbeing of colleagues is essential to the effective operation of a work-place.
Q35.	I acknowledge the effort and intellectual contributions of others to team success.
Q36.	I actively pursue professional and personal development in areas that extend beyond my current job role.
Q37.	At the end of the day I want "runs on the board".
Q38.	I accept that colleagues will not always function effectively.
Q39.	I look for opportunities to work with others on projects and significant tasks.
Q40.	Performance management is about development and support of employees.
*Do your scores below look wrong? (e.g. "NaN", or not a number between 10 and 100 for each element). Click Here for help*
"M" Score
"U" Score
"S" Score
"E" Score

Your results create a profile, which may look something like:

"M" = Score between 10 and 100
"U" = Score between 10 and 100
"S" = Score between 10 and 100
"E" = Score between 10 and 100

Find out what your scores mean.

Career Resources for Success