Ignite Development & Learning Online Questionnaires
Online Questionnaires
Emotional Intelligence Inventory
For decades, a lot of emphasis has been put on the certain aspects of intelligence, such as logical reasoning, math skills, spatial skills, understanding analogies, verbal skills etc. Researchers were puzzled by the fact that while IQ could predict to a significant degree the academic performance and, to some degree, professional and personal success, there was something missing in the equation. Some of those with fabulous IQ scores were doing poorly in life; one could say that they were wasting their potential by thinking, behaving and communicating in a way that hindered their chances to succeed.
One of the major missing parts in the success equation is emotional intelligence, a concept made popular by the groundbreaking book by Daniel Goleman, which is based on years of research by numerous scientists, such as Peter Salovey, John Meyer, Howard Gardner, Robert Sternberg and Jack Block, just to name a few. For various reasons and thanks to a wide range of abilities, people with high emotional intelligence tend to be more successful in life that those with lower EIQ (Emotional Intelligence Quotient) even if their classical IQ is average.
The Emotional Intelligence (E.I.) Inventory is designed to help you find out how your thinking can influence your behaviour. The Inventory is primarily focussed on your career and your world of work. It also focuses on how you control your life and to what extent you believe you are in control of it. It is from this map that you can begin to develop yourself into those areas in which you wish to go.
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Team Leader Assessment
This free assessment is to help you discover which ILM management programme is best for you.
Team leaders are best perceived as being part of a team; first and foremost they are practitioners or operators working alongside other team members. Being leaders of teams augments this role, but does not significantly affect their general responsibility to engage in the same or complementary job tasks as the other team members. Given that teams are likely to contain relatively small numbers of people (probably in the range 6 – 12), the team leader’s span of control is quite small.
First Line Manager Assessment
This free assessment is to help you decide which ILM programme is best for you.
First line managers may still engage in some of the tasks performed by their fellow team members, but this does not constitute their primary function. They are managers who also practice. This means that they will engage much more extensively in managerial tasks which other team members will not engage in.
Middle Manager Assessment
This free assessment is to help you decide which ILM programme is best for you.
Middle managers can be distinguished from the first line managers below them by their wider span of control, counted in the tens and possibly extending to a few hundreds. A tier of team leaders or first line managers will frequently mediate their links with the people for whom they have responsibility. This means that they will have a similar or even smaller number of people reporting directly to them as managers nearer the front line, but will be accountable for the performance of all those over whom they have control, direct or indirect.
Senior Manager Assessment
This free assessment is to help you decide which ILM programme is best for you.
Senior managers are responsible for whole operating divisions or whole organisations. They have wide spans of control, measured in hundreds or even thousands in some cases. They have full budgetary accountability for their area of responsibility and have the freedom to vire funds between budget heads within defined parameters. They can authorise large items of recurrent expenditure, and capital expenditure within agreed limits, and are expected to report, in summary, on their overall financial and operational performance at regular intervals.
Senior operational managers have the freedom to change systems and structures within their area of responsibility, within budgetary limits to achieve agreed financial and performance objectives. They will be accountable for the performance of their area of responsibility and their performance will be measured against objectives based on aggregates of activity (eg total revenue, total costs, output per employee, etc).