Leadership Rubric_Alternative to Stetson Leadership Paradigm_More Traditional Business Model of Leadership

Leadership Rubric Influence and empower others toward a common goal through awareness of one’s actions, abilities and beliefs; understanding and respecting others; strategic thinking; and decision making Alternative to Stetson Leadership Paradigm-More Traditional Model of Business Leadership -Displaying High Integrity and Honesty -Displaying Technical/Professional Expertise -Solving Problems and Analyzing Issues -Innovating -Practicing Self-Development -Drives for Results -Establishing Stretch Goals -Taking Initiative -Communicating Powerfully and Prolifically -Inspiring and Motivating Others to High Performance -Building Relationships -Developing Others -Collaborating and Promoting Teamwork -Developing Strategic Perspective -Championing Change -Connects the Group to the Outside World Components Dimensions; Other Rubrics Beginning Developing Accomplished Exemplary [Also see “Leadership” Rubrics from other universities and organizations: Clemson University Leadership Rubric Alternative (ALT) to Stetson Leadership Paradigm: Displaying High Integrity and Honesty Verbally commits Verbally commits Verbally commits Verbally commits but never follows but rarely follows and sometimes and almost always through on what is through on what is follows through on follows through on promised promised what is promised what is promised Never models the Rarely models the Sometimes models Almost always core values of the core values of the the core values of models the core group or group or the group or values of the group organization organization organization or organization Never leads by Rarely leads by Sometimes leads Almost always example example by example leads by example Is never trusted by Is rarely trusted by Is sometimes Is almost always others to “do the others to “do the trusted by others to trusted by others to right thing”, right thing”, “do the right “do the right Score particularly when it particularly when it thing”, particularly pertains or relates pertains or relates when it pertains or to others to others relates to others Never exhibits Rarely exhibits Sometimes honesty and ethical honesty and ethical exhibits honesty behavior when behavior when and ethical dealing with others dealing with others behavior when Never exhibits Rarely exhibits dealing with others honesty and ethical honesty and ethical Sometimes behavior when behavior when exhibits honesty using organization using organization and ethical or team resources or team resources behavior when Never Rarely using organization or team resources demonstrates demonstrates ethical resolve in ethical resolve in Sometimes adverse adverse demonstrates circumstances circumstances ethical resolve in adverse circumstances [Also see “Ethical Leadership” rubrics from other universities and organizations: Texas A&M University Ethical Leadership Rubric thing”, particularly when it pertains or relates to others Almost always exhibits honesty and ethical behavior when dealing with others Almost always exhibits honesty and ethical behavior when using organization or team resources Almost always demonstrates ethical resolve in adverse circumstances ALT: Displaying Technical/ Professional Expertise Is never sought outIs rarely sought Is sometimes Is almost always for opinions, out for opinions, sought out for sought out for advice, and counsel advice, and counsel opinions, advice, opinions, advice, Never makes a Rarely makes a and counsel and counsel Sometimes makes Almost always significant significant contribution toward contribution toward a significant makes a significant achieving team achieving team contribution toward contribution toward goals using goals using achieving team achieving team knowledge and knowledge and goals using goals using skills skills knowledge and knowledge and Never uses Rarely uses skills skills Sometimes uses Almost always technical technical knowledge to help knowledge to help technical uses technical team members team members knowledge to help knowledge to help troubleshoot troubleshoot team members team members problems problems troubleshoot troubleshoot Never develops Rarely develops problems problems Sometimes Almost always credibility with credibility with teammates because teammates because develops credibility develops credibility of one’s lack of of one’s lack of with teammates with teammates knowledge of knowledge of because of one’s because of one’s issues or problems issues or problems knowledge of knowledge of issues or problems issues or problems ALT: Solving Problems and Analyzing Issues Never collects dataRarely collects Sometimes Almost always from multiple data from multiple collects data from collects data from sources when sources when multiple sources multiple sources solving a problem solving a problem when solving a when solving a Never asks Rarely asks problem problem relevant questions relevant questions Sometimes asks Almost always to obtain to obtain the relevant asks the relevant information to size information to size questions to obtain questions to obtain up a situation up a situation information to size information to size properly properly up a situation up a situation Never obtains Rarely obtains properly properly accurate and crucialaccurate and crucialSometimes obtains Almost always information as a information as a accurate and crucialobtains accurate basis for sound basis for sound information as a and crucial decision-making decision-making basis for sound information as a Never evaluates Rarely evaluates decision-making basis for sound decision-making information using a information using a Sometimes Almost always variety of proven variety of proven evaluates methods and methods and information using a evaluates techniques techniques variety of proven information using a Never encourages Rarely encourages methods and variety of proven techniques methods and alternative alternative Sometimes techniques approaches and approaches and Almost always new ideas new ideas encourages Never encourages Rarely encourages alternative encourages alternative others to seek and others to seek and approaches and new ideas approaches and try different try different Sometimes new ideas approaches for approaches for solving complex solving complex encourages others Almost always problems problems to seek and try encourages others Never sees Rarely sees different to seek and try different patterns and trends patterns and trends approaches for solving complex approaches for in complex data in complex data problems solving complex Never uses Rarely uses Sometimes sees problems patterns in data to patterns in data to patterns and trends Almost always outline a path outline a path in complex data sees patterns and forward forward Sometimes uses trends in complex Never coaches Rarely coaches others on how to others on how to patterns in data to data Almost always analyze informationanalyze informationoutline a path forward uses patterns in to solve problems to solve problems data to outline a or make decisions or make decisions Sometimes Never clarifies Rarely clarifies coaches others on path forward Almost always how to analyze complex data or complex data or coaches others on situations so that situations so that information to solve problems or how to analyze others can others can make decisions information to comprehend, comprehend, Sometimes solve problems or respond, and respond, and contribute contribute clarifies complex make decisions Never shares data Rarely shares data data or situations so Almost always clarifies complex with others to help with others to help that others can comprehend, data or situations so them analyze them analyze respond, and that others can situations situations contribute comprehend, Sometimes shares respond, and ALT: Innovating Never generates creative, resourceful solutions to problems Never challenges the usual approach of doing things Never finds new and better ways of doing things Never champions ingenuity Never generates creative solutions by bringing together talented people Never works to improve new ideas Never creates a culture of innovation and learning that drives individual development Never provides support and encouragement to others when they attempt to innovate —even when they fail Never integrates ideas and inputs from different sources to find innovative solutions Never builds on other people’s suggestions and ideas Rarely generates creative, resourceful solutions to problems Rarely challenges the usual approach of doing things finding new and Rarely finds new and better ways of doing things Rarely champions ingenuity Rarely generates creative solutions by bringing together talented people Rarely works to improve new ideas Rarely creates a culture of innovation and learning that drives individual development Rarely provides support and encouragement to others when they attempt to innovate —even when they fail Rarely integrates ideas and inputs from different sources to find innovative solutions Rarely builds on other people’s suggestions and ideas Sometimes Almost always generates creative, generates creative, resourceful resourceful solutions to solutions to problems problems Sometimes Almost always challenges the challenges the usual approach of usual approach of doing things doing things Sometimes finds Almost always new and better finds new and ways of doing better ways of things doing things Sometimes Almost always champions champions ingenuity ingenuity Sometimes Almost always generates creative generates creative solutions by solutions by bringing together bringing together talented people talented people Sometimes works Almost always to improve new works to improve ideas new ideas Sometimes creates Almost always a culture of creates a culture of innovation and innovation and learning that drives learning that drives individual individual development development Sometimes Almost always provides support provides support and encouragement and encouragement to others when they to others when they attempt to innovate attempt to innovate —even when they —even when they fail fail Sometimes Almost always integrates ideas and integrates ideas and inputs from inputs from different sources to different sources to find innovative find innovative solutions solutions Sometimes builds Almost always on other people’s builds on other suggestions and people’s ideas suggestions and ideas ALT: Practicing SelfDevelopment Never seeks Rarely seeks Sometimes seeks Almost always feedback from feedback from feedback from seeks feedback others to improve others to improve others to improve from others to and develop and develop and develop improve and Never makes Rarely makes Sometimes makes develop constructive efforts constructive efforts constructive efforts Almost always to change and to change and to change and makes constructive improve based on improve based on improve based on efforts to change feedback from feedback from feedback from and improve based others others others on feedback from Never looks for Rarely looks for Sometimes looks others developmental developmental for developmental Almost always opportunities opportunities opportunities looks for Never develops Rarely develops Sometimes developmental depth and breadth depth and breadth develops depth and opportunities Almost always in key in key breadth in key competencies competencies competencies develops depth and Never Rarely Sometimes breadth in key competencies demonstrates a demonstrates a demonstrates a Almost always curiosity toward curiosity toward curiosity toward learning learning learning demonstrates a Never takes Rarely takes Sometimes takes curiosity toward ownership for one’s ownership for one’s ownership for one’s learning own development own development own development Almost always Never looks for Rarely looks for Sometimes looks takes ownership for ways to build ways to build for ways to build one’s own development challenge into challenge into challenge into Almost always current roles current roles current roles Never learns from Rarely learns from Sometimes learns looks for ways to successes or successes or from successes or build challenge into current roles failures failures failures Never models self- Rarely models Sometimes models Almost always development self-development self-development learns from successes or failures Almost always models selfdevelopment ALT: Drives for Results Never actively Rarely actively Sometimes Almost always engages in assigned engages in assigned actively engages in actively engages in roles and projects roles and projects assigned roles and assigned roles and Never meets goals Rarely meets goals projects projects Sometimes meets Almost always or deadlines or deadlines Never meets or Rarely meets or goals or deadlines meets goals or Sometimes meets deadlines exceeds exceeds Almost always commitments commitments or exceeds Never follows Rarely follows commitments meets or exceeds Sometimes commitments through on through on assignments to assignments to follows through on Almost always ensure successful ensure successful assignments to follows through on completion completion ensure successful assignments to Never builds Rarely builds completion ensure successful Sometimes builds completion commitment in commitment in Almost always others for their others for their commitment in individual and team individual and team others for their builds commitment goals goals individual and team in others for their Never holds others Rarely holds goals individual and team accountable for others accountable Sometimes holds goals achieving results for achieving others accountable Almost always Never leads or results for achieving holds others results accountable for champions efforts Rarely leads or to increase champions efforts Sometimes leads achieving results Almost always productivity and to increase or champions goal productivity and efforts to increase leads or champions accomplishment goal productivity and efforts to increase throughout the accomplishment goal productivity and team or throughout the accomplishment goal organization team or throughout the accomplishment organization team or throughout the organization team or organization ALT: Establishing Stretch Goals Never generates agreement among group members on achieving goals Never builds commitment with group members on team goals and objectives Never fosters the confidence of others that goals will be achieved Never encourages continuous improvement Never maintains high standards of performance Never sets measurable standards of excellence for oneself and others in the work group Rarely generates Sometimes agreement among generates group members on agreement among achieving goals group members on Rarely builds achieving goals commitment with Sometimes builds group members on commitment with team goals and group members on objectives team goals and Rarely fosters the objectives Sometimes fosters confidence of others that goals the confidence of will be achieved others that goals Rarely encourages will be achieved Sometimes continuous improvement encourages Rarely maintains continuous high standards of improvement Sometimes performance Rarely sets maintains high standards of measurable performance standards of Sometimes sets excellence for oneself and others measurable in the work group standards of excellence for oneself and others in the work group Almost always generates agreement among group members on achieving goals Almost always builds commitment with group members on team goals and objectives Almost always fosters the confidence of others that goals will be achieved Almost always encourages continuous improvement Almost always maintains high standards of performance Almost always sets measurable standards of excellence for oneself and others in the work group ALT: Taking Initiative Never volunteers Rarely volunteers Sometimes Almost always for challenging for challenging volunteers for volunteers for assignments assignments challenging challenging Never uses Rarely uses assignments assignments Sometimes uses Almost always discretionary time discretionary time to help others to help others discretionary time uses discretionary uncover uncover to help others time to help others opportunities or opportunities or uncover uncover solve problems solve problems opportunities or opportunities or Never goes above Rarely goes above solve problems solve problems Sometimes goes Almost always and beyond what and beyond what needs to be done needs to be done above and beyond goes above and without being told without being told what needs to be beyond what needs Never initiates Rarely initiates done without being to be done without told being told action action Sometimes Almost always independently independently Never Rarely initiates action initiates action independently independently independently independently Sometimes Almost always addresses addresses unexpected unexpected independently independently problems or problems or addresses addresses opportunities opportunities unexpected unexpected Never anticipates Rarely anticipates problems or problems or opportunities opportunities or responds to or responds to Sometimes Almost always external threats or external threats or opportunities opportunities anticipates or anticipates or before they affect before they affect responds to responds to performance performance external threats or external threats or Never models Rarely models opportunities opportunities proactive behaviors proactive behaviors before they affect before they affect performance performance Never takes Rarely takes personal responsibility for outcomes Never can be counted on to follow through on commitments ALT: Communicating Powerfully and Prolifically ALT: Inspiring and Motivating Others to High Performance personal responsibility for outcomes Rarely can be counted on to follow through on commitments Sometimes models Almost always proactive behaviors models proactive Sometimes takes behaviors Almost always personal responsibility for takes personal outcomes responsibility for Sometimes can be outcomes Almost always can counted on to follow through on be counted on to commitments follow through on commitments Never Rarely Sometimes Almost always communicates communicates communicates communicates clearly and clearly and clearly and clearly and concisely concisely concisely concisely Never delivers Rarely delivers Sometimes Almost always effective effective delivers effective delivers effective presentations and presentations and presentations and presentations and speeches speeches speeches speeches Never gives clear, Rarely gives clear, Sometimes gives Almost always understandable understandable clear, gives clear, instructions to instructions to understandable understandable group members and group members and instructions to instructions to others others group members and group members and Never uses strong Rarely uses strong others others writing and verbal writing and verbal Sometimes uses Almost always skills to skills to strong writing and uses strong writing communicate facts, communicate facts, verbal skills to and verbal skills to figures, and ideas figures, and ideas communicate facts, communicate facts, to others to others figures, and ideas figures, and ideas Never Rarely to others to others Almost always communicates new communicates new Sometimes insights insights communicates new communicates new Never helps Rarely helps insights insights Sometimes helps Almost always people understand people understand how their work how their work people understand helps people contributes to contributes to how their work understand how broader team or broader team or contributes to their work organizational organizational broader team or contributes to objectives objectives organizational broader team or Never breaks Rarely breaks objectives organizational Sometimes breaks objectives down down Almost always communication communication down barriers between barriers between communication breaks down teams and key teams and key barriers between communication stakeholders stakeholders teams and key barriers between outside the team outside the team stakeholders teams and key outside the team stakeholders outside the team Never motivates Rarely motivates Sometimes Almost always others others motivates others motivates others Never energizes Rarely energizes Sometimes Almost always people to go the people to go the energizes people to energizes people to extra mile extra mile go the extra mile go the extra mile Never persuades Rarely persuades Sometimes Almost always others toward others toward persuades others persuades others commitment to commitment to toward toward ideas or action ideas or action commitment to commitment to Never Rarely ideas or action ideas or action Sometimes Almost always demonstrates a demonstrates a win-win mindset win-win mindset demonstrates a demonstrates a during negotiations during negotiations win-win mindset win-win mindset or group decisions or group decisions during negotiations during negotiations Never exercises Rarely exercises or group decisions or group decisions Almost always power to influence power to influence Sometimes key decisions for key decisions for exercises power to exercises power to the benefit of the the benefit of the influence key influence key team or team or decisions for the decisions for the organization organization benefit of the team benefit of the team Never employs Rarely employs or organization or organization Sometimes Almost always different different motivational motivational employs different employs different strategies to strategies to motivational motivational influence the influence the strategies to strategies to behavior of others behavior of others influence the influence the Never leads peopleRarely leads behavior of others behavior of others Sometimes leads Almost always to accomplish goals people to more significant accomplish goals people to leads people to than they originally more significant accomplish goals accomplish goals thought possible than they originally more significant more significant Never inspires thought possible than they originally than they originally thought possible thought possible others to support Rarely inspires Almost always organizational or others to support Sometimes group priorities organizational or inspires others to inspires others to Never assembles group priorities support support Rarely assembles organizational or organizational or coalitions or builds group priorities informal, behind- coalitions or builds group priorities Almost always the-scenes support informal, behind- Sometimes for ideas the-scenes support assembles assembles for ideas coalitions or builds coalitions or builds informal, behind- informal, behindthe-scenes support the-scenes support for ideas for ideas ALT: Building Relationships Is never Is rarely Is sometimes Is almost always approachable and approachable and approachable and approachable and friendly friendly friendly friendly Never establishes Rarely establishes Sometimes Almost always rapport rapport establishes rapport establishes rapport Is never trusted by Is rarely trusted by Sometimes trusted Almost always group members group members by group members trusted by group Never handles  Rarely handles Sometimes members Almost always difficult situations difficult situations handles difficult constructively and constructively and situations handles difficult tactfully tactfully constructively and situations Never negotiates Rarely negotiates tactfully constructively and tactfully with and influences with and influences Sometimes others to get work others to get work negotiates with and Almost always accomplished accomplished influences others to negotiates with and Never balances Rarely balances get work influences others to accomplished get work concern for concern for Sometimes accomplished productivity and productivity and results with results with balances concern Almost always sensitivity for team sensitivity for team for productivity and balances concern members’ needs or members’ needs or results with for productivity and problems problems sensitivity for team results with Never maintains Rarely maintains members’ needs or sensitivity for team problems members’ needs or and utilizes and utilizes Sometimes problems relationships relationships Almost always outside the team or outside the team or maintains and organization to organization to utilizes maintains and generate resources generate resources relationships utilizes or information or information outside the team or relationships organization to outside the team or generate resources organization to or information generate resources or information ALT: Developing Others Never acts as a Rarely acts as a Sometimes acts as Almost always coach or mentor to coach or mentor to a coach or mentor acts as a coach or facilitate others facilitate others to facilitate others mentor to facilitate learning from learning from learning from others learning experience experience experience from experience Never fosters an Rarely fosters an Sometimes fosters Almost always environment that environment that an environment that fosters an encourages others encourages others encourages others environment that to learn from their to learn from their to learn from their encourages others experiences experiences experiences to learn from their Never finds stretch Rarely finds Sometimes finds experiences assignments which stretch assignments stretch assignments Almost always require others to which require which require finds stretch achieve significant others to achieve others to achieve assignments which goals significant goals significant goals require others to Never Rarely Sometimes achieve significant constructively givesconstructively givesconstructively givesgoals Almost always feedback feedback feedback Never makes Rarely makes Sometimes makes constructively gives feedback difficult human difficult human difficult human resource decisions resource decisions resource decisions Almost always necessary to ensure necessary to ensure necessary to ensure makes difficult current and future current and future current and future human resource success success success decisions necessary Never creates a Rarely creates a Sometimes creates to ensure current development plan development plan a development plan and future success for others for others for others Almost always Is never open to Is rarely open to Is sometimes open creates a feedback from feedback from to feedback from development plan others others others for others Never gives Rarely gives Sometimes gives Is almost always challenging, challenging, challenging, open to feedback developmental developmental developmental from others goals goals goals Almost always Never shares one’s Rarely shares Sometimes shares gives challenging, time to help others one’s time to help one’s time to help developmental develop others develop others develop goals Never proactively Rarely proactively Sometimes Almost always shares new ideas shares new ideas proactively shares shares one’s time to and knowledge and knowledge new ideas and help others develop with others with others knowledge with Almost always others proactively shares new ideas and knowledge with others ALT: Collaborating and Promoting Teamwork Never promotes Rarely promotes Sometimes Almost always cooperation among cooperation among promotes promotes group members group members cooperation among cooperation among Never champions Rarely champions group members group members Almost always an environment that an environment that Sometimes supports teamwork supports teamwork champions an champions an Never has the trust Rarely has the environment that environment that and respect of the trust and respect of supports teamwork supports teamwork Sometimes has the Almost always has team the team Never develops Rarely develops trust and respect of the trust and respect the team of the team cooperative cooperative Sometimes Almost always working working relationships with relationships with develops develops others in the others in the cooperative cooperative organization organization working working Never takes into Rarely takes into relationships with relationships with others in the others in the account how account how organization individual actions individual actions organization Sometimes takes Almost always affect the team affect the team Never fosters a Rarely fosters a into account how takes into account climate of trust and climate of trust and individual actions how individual actions affect the respect within the respect within the affect the team Sometimes fosters team team team Never removes Rarely removes a climate of trust Almost always barriers to positive barriers to positive and respect within fosters a climate of trust and respect team performance team performance the team Sometimes within the team Never addresses Rarely addresses removes barriers to Almost always conflicts and conflicts and positive team removes barriers to disagreements that disagreements that performance positive team affect team affect team Sometimes performance effectiveness effectiveness addresses conflicts Almost always Never models Rarely models and disagreements addresses conflicts teamwork by teamwork by that affect team and disagreements cooperating with cooperating with effectiveness that affect team other leaders other leaders Sometimes models effectiveness Never ensures that Rarely ensures thatteamwork by Almost always the team works the team works cooperating with models teamwork well with other well with other other leaders by cooperating with groups and groups and Sometimes other leaders organizations organizations Almost always ensures that the team works well ensures that the with other groups team works well and organizations with other groups and organizations ALT: Developing Strategic Perspective Never knows how Rarely knows how Sometimes knows Almost always one’s work relates one’s work relates how one’s work knows how one’s to the to the relates to the work relates to the organization’s organization’s organization’s organization’s business strategy business strategy business strategy business strategy Never balances the Rarely balances Sometimes Almost always short-term and the short-term and balances the short- balances the shortlong-term needs of long-term needs of term and long-term term and long-term the organization the organization needs of the needs of the Never Rarely organization organization Sometimes Almost always demonstrates demonstrates forward thinking forward thinking demonstrates demonstrates about tomorrow’s about tomorrow’s forward thinking forward thinking issues issues about tomorrow’s about tomorrow’s Never proposes Rarely proposes issues issues Sometimes Almost always initiatives that initiatives that become part of the become part of the proposes initiatives proposes initiatives organization’s organization’s that become part of that become part of strategic plan strategic plan the organization’s the organization’s Never clarifies Rarely clarifies strategic plan strategic plan Sometimes Almost always vision, mission, vision, mission, values, and long- values, and long- clarifies vision, clarifies vision, term goals for term goals for mission, values, mission, values, others others and long-term goals and long-term goals Never translates Rarely translates for others for others Almost always the organization’s the organization’s Sometimes vision and vision and translates the translates the objectives into objectives into organization’s organization’s challenging and challenging and vision and vision and meaningful goals meaningful goals objectives into objectives into for others for others challenging and challenging and Never ensures that Rarely ensures thatmeaningful goals meaningful goals for others work group goals work group goals for others Almost always are aligned with the are aligned with the Sometimes organization’s organization’s ensures that work ensures that work strategic goals and strategic goals and group goals are group goals are vision vision aligned with the aligned with the Never explains to Rarely explains to organization’s organization’s others how changes others how changes strategic goals and strategic goals and vision in one part of the in one part of the vision Almost always organization affect organization affect Sometimes other organizationalother organizationalexplains to others explains to others systems systems how changes in one how changes in one Never sets or Rarely sets or part of the part of the organization affect organization affect articulates a articulates a compelling vision compelling vision other organizationalother organizational systems systems for the team or for the team or Sometimes sets or Almost always organization organization Never Rarely articulates a sets or articulates a compelling vision compelling vision communicates communicates for the team or for the team or highest-priority highest-priority organization organization strategic initiatives strategic initiatives Sometimes Almost always to keep the to keep the leadership team leadership team communicates communicates focused on the right focused on the right highest-priority highest-priority things things strategic initiatives strategic initiatives Never ensures that Rarely ensures thatto keep the to keep the leadership team leadership team all systems in the all systems in the focused on the right focused on the right organization are organization are things things aligned toward aligned toward Almost always achieving overall achieving overall Sometimes strategic goals strategic goals ensures that all ensures that all Never leads Rarely leads systems in the systems in the organization are organization are team/organizational team/organizational aligned toward efforts that exploit efforts that exploit aligned toward achieving overall achieving overall the desirable the desirable strategic goals strategic goals opportunities opportunities Sometimes leads Almost always team/organizational leads efforts that exploit team/organizational the desirable efforts that exploit opportunities the desirable opportunities [Also see “Mission, Vision, Goal Setting” rubrics from other organizations and universities: Texas A&M University Mission, Vision, Goal Setting Rubric ALT: Championing Change Never acts as a change agent who supports the continual need to change Never becomes a champion for projects or programs to gain the support of others Is never an effective marketer for work group projects, programs, or products Never energizes others to want to change by pointing out the need for change Never encourages people to let go of old ways so new ways can begin Never let others know how change will positively affect them Never helps team or work group translate new change goals into practical implementation steps Never champions organizational change initiatives in a way that helps people understand, appreciate, and support them Rarely acts as a Sometimes acts as Almost always change agent who a change agent who acts as a change supports the supports the agent who supports continual need to continual need to the continual need change change to change Rarely becomes a Sometimes Almost always champion for becomes a becomes a projects or champion for champion for programs to gain projects or projects or the support of programs to gain programs to gain others the support of the support of Is rarely an others others effective marketer Is sometimes an Is almost always for work group effective marketer an effective projects, programs, for work group marketer for work or products projects, programs, group projects, Rarely energizes or products programs, or Sometimes products others to want to change by pointing energizes others to Almost always out the need for want to change by energizes others to change pointing out the want to change by Rarely encourages need for change pointing out the need for change people to let go of Sometimes old ways so new encourages people Almost always ways can begin to let go of old encourages people Rarely let others ways so new ways to let go of old ways so new ways know how change can begin Sometimes let can begin will positively affect them others know how Almost always let Rarely helps team change will others know how positively affect change will or work group them positively affect translate new change goals into Sometimes helps them practical team or work group Almost always implementation translate new helps team or work steps change goals into group translate new Rarely champions practical change goals into implementation practical organizational implementation change initiatives steps Sometimes steps in a way that helps Almost always people understand, champions appreciate, and organizational champions support them change initiatives organizational Never helps others Rarely helps in a way that helps change initiatives overcome their others overcome people understand, in a way that helps people understand, resistance to their resistance to appreciate, and support them appreciate, and change change Never creates a Rarely creates a Sometimes helps support them compelling case for compelling case for others overcome Almost always their resistance to helps others change change overcome their Never fosters an Rarely fosters an change Sometimes creates resistance to organizational organizational climate that creates climate that creates a compelling case change Almost always business structures business structures for change Sometimes fosters creates a and systems for and systems for supporting change supporting change an organizational compelling case for initiatives initiatives climate that creates change Never ensures Rarely ensures business structures Almost always fosters an people understand people understand and systems for supporting change organizational the links between the links between climate that creates change initiatives change initiatives initiatives business structures and the team’s or and the team’s or Sometimes and systems for organization’s organization’s ensures people supporting change strategic direction strategic direction understand the initiatives links between change initiatives Almost always and the team’s or ensures people organization’s understand the strategic direction links between change initiatives and the team’s or organization’s strategic direction ALT: Connects the Group to the Outside World Never delivers Rarely delivers Sometimes Almost always services that delight services that delight delivers services delivers services external external that delight external that delight external stakeholders by stakeholders by stakeholders by stakeholders by meeting or meeting or meeting or meeting or exceeding their exceeding their exceeding their exceeding their expectations expectations expectations expectations Never uses Rarely uses Sometimes uses Almost always knowledge and knowledge and knowledge and uses knowledge feedback from an feedback from an feedback from an and feedback from external perspectiveexternal perspectiveexternal perspectivean external to improve to improve to improve perspective to products and products and products and improve products services services services and services Never views one’s Rarely views one’s Sometimes views Almost always work in the context work in the context one’s work in the views one’s work in (through the eyes) (through the eyes) context (through the context of the external of the external the eyes) of the (through the eyes) stakeholder stakeholder external of the external Never helps others Rarely helps stakeholder stakeholder understand how others understand Sometimes helps Almost always meeting how meeting others understand helps others stakeholder needs stakeholder needs how meeting understand how is central to the is central to the stakeholder needs meeting mission and goals mission and goals is central to the stakeholder needs of the organization of the organization mission and goals is central to the Never translates Rarely translates of the organization mission and goals Sometimes of the organization first-hand first-hand knowledge of key knowledge of key translates first-hand Almost always stakeholders into stakeholders into knowledge of key translates first-hand organizational organizational stakeholders into knowledge of key strategy, goals, and strategy, goals, and organizational stakeholders into direction direction strategy, goals, and organizational Never Rarely direction strategy, goals, and direction demonstrates the demonstrates the Sometimes ability to represent ability to represent demonstrates the Almost always the work group to the work group to ability to represent demonstrates the groups outside the groups outside the the work group to ability to represent team or team or groups outside the the work group to organization organization team or groups outside the organization team or organization [Also see “Citizenship Rubrics” from other organizations and universities: Texas A&M University Citizenship Rubric] Alternative (ALT) to Stetson Leadership Paradigm rubric based on The 16 Competencies: Defining Behaviors by Zenger Folkman, 2013 http://zengerfolkman.com/wp-content/uploads/2013/12/FAQ-16-Competencies-Defining-Behaviors.pdf ... credibility of one’s lack of of one’s lack of with teammates with teammates knowledge of knowledge of because of one’s because of one’s issues or problems issues or problems knowledge of knowledge of. .. Almost always others toward others toward persuades others persuades others commitment to commitment to toward toward ideas or action ideas or action commitment to commitment to Never Rarely ideas... knows how one’s to the to the relates to the work relates to the organization’s organization’s organization’s organization’s business strategy business strategy business strategy business strategy