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GEMA™-Lead360 Scoring Details


Score Details and Explanations




















              A truly collaborative work effort requires that you express yourself, cooperate with others, and provide contributions toward the mission of the organization.  As a team member, putting your “self” above team goals leads to self-promotion and ultimate discouragement, even in the presence of short term “success.”  If you seek entitlement over others or at the expense of others, your striving toward “Self Above Service” leads to discouragement and is not beneficial for the organization.  Discouraged people often intensify their pursuit of self-elevation, leading to even more discouragement for the person and the organization.


              Expressing your “self,” cooperating with others, and ultimately contributing service that goes beyond self interest results in a deeper sense of purpose, more encouragement from others and a sense of increased meaningfulness in your work.  A contributing person recognizes, beyond his or her own “self” interest, the usefulness of “Service Beyond Self” as an organizational member and experiences encouragement from the “community of others.”


              As an encouraged leader, you become willing to contribute even more.  Organizational well-being is always a group effort where you become part of something bigger.  “Within group collaboration” fosters improved organizational effectiveness, which is stimulated by competition from organizations outside the alliance.  Such collaboration does not become an excuse for a lack of excellence as excellent performance is created by collaboration and is a prerequisite for performance improvement.


              Your willingness to move beyond self-interest toward greater contribution is what makes you a “Courageous Contributor” and helps you learn how to participate as a “Collaborative Leader” in a learning organization.





Entitlement                                                                               Contribution


              Striving for Entitlement occurs at the expense of service to team and organization goals.  Such behavior appears in many forms and is characterized by arrogance, self-promotion and intense self-interest.  Attempts to “rule over others” and the use of “command and control” tactics usually stimulates resentment in those talented enough to resist.  Often, those exposed to such tactics make efforts to defeat these self-absorbed associates.  At other times, expecting special treatment or special favors without returning favors characterizes the Entitlement striving ambition.  Simply bragging about “individual” accomplishments without consideration of group contribution will also be destructive to organizational morale.


              Striving toward the goal of Contribution demonstrates your interest in others, your organization, and creates more personal satisfaction for you as well as organizational success.  By creating useful visions and striving to perpetuate the continued success of the organization, the Courageous Contributor actually makes beneficial contributions to organizational and business performance improvement.  Also useful are efforts to make creative contributions and investing special efforts toward organizational success.



Specific Scores

 under the

Entitlement / Contribution Polarity



Ruling                                                                                                                                Leading


              Ruling is usually done by those who believe they “rank higher than any others” and feel they must demonstrate this entitled rank at every opportunity.  Attempts to rule over all others and viewing oneself as “all powerful” or “all knowing” are common “Ruling” behaviors.  Communication of these attitudes is usually not received well by others.  Most often, such attitudes stimulate opposition and resentment.  In contrast, Leading contribution includes your masterful creation of organizational visions and masterfully leading the organization into the future as your most useful form of courageous “Service Beyond Self.”  In contrast to ruling behaviors, leadership behavior tends to stimulate interest in others toward attempts to achieve organizational goals in line with strategic visions.



Egotistical                                                                                                                      Benevolent


              Egotistical behavior is characterized by a tendency to consider only oneself and one’s own interests.  All arrogant behavior toward others is a form of Egotistical entitlement and often this attitude is demonstrated by bragging about personal accomplishments as being entitled over to others.  Egotistical entitlement is also demonstrated by promoting oneself as a tyrant, a dictator - or as an entitled person - having a presumed sense of excessive self-importance and dictating toward others with an entitled attitude.  These behaviors are not organizationally useful nor are they encouraging to others as, most often, egotistical behaviors are interpersonally destructive and stimulate many forms of revenge.  Benevolent contribution is your genuine, and oftentimes unselfish, concern for the welfare of others and the opposite of egotism.  Investing your “self” as a Benevolent contributor, by investing in the work effort and making special efforts to be useful, is one of your tasks as a Courageous Contributor.



Intimidating                                                                                                                    Persuasive


              Those who are Intimidating toward others oftentimes dictate with an entitled attitude.  In addition, attempts may be made to create an impression of excessive self-importance in an effort to intimidate others.  These behaviors have a tendency to detract from productivity as interpersonal conflict reduces attention to productivity.  In addition, intimidating behavior will often generate passive-aggressive retaliation behaviors which are highly destructive to productivity and lead to diminished “positive discretionary” behaviors needed for organizational effectiveness.  On the other hand, competent leaders are Persuasive, rather than intimidating, and would be noted by your efforts to respectfully persuade others.  By using persuasion, you create an atmosphere respect and consequently, you are more easily heard and followed by those you are attempting to influence.  While intimidation may appear to produce immediate results at times, the use of persuasion brings long-term results in the creation of positive relationships that encourage improved work efforts.



Status-seeking                                                                                               Achievement seeking


              Expecting special treatment from all others and creating special privileges for oneself, at the expense of others, is an exhibition of Status-seeking entitlement.  This behavior is often observed when people create special privileges for themselves and oftentimes do so at the expense of others.  In addition, it is not uncommon for these individuals to expect special treatment from others.  Achievement seeking is characterized by “looking for ways to create real achievements.”  It is clear that seeking to create true achievement is more difficult than attempts at status-seeking behaviors. If you are participating in the making of unique contributions to the organization, and you are actually making unique contributions, you are acting as an Achievement seeking contributor.



Self-centered                                                                                                             Task centered


              By expecting favors from others and not returning them, one is acting with Self-centered entitlement and placing self-centered concerns ahead of the organizational mission.  It is not unusual for organizations to create compensation systems that actually encourage self-centered behavior as opposed to useful contribution and task-centered efforts.  By moving toward “Service Beyond Self” as a Courageous Contributor, you promote the well being of the organization through others and create activity that enables organizational movement toward Task centered goals.  This can be accomplished by investing yourself in the promoting meaningful work and creating activity that promotes the same.  Task-centered behavior tends to forward the goals of the organization whereas self-centered outcomes are the goals of the self-centered person.





Domination                                                                               Cooperation


              Domination over others takes many forms and is an even more discouraged position than Entitlement.  Dominating behavior is often harsh, controlling, angry, and can be abusive.  However, Domination can also express itself more shrewdly with power seeking and manipulative behaviors.  Domination behavior leads to more discouragement as others are eventually intolerant of being placed in an inferior position and will ultimately reject controlling, attention seeking, and dominating behavior.  This is particularly true for talented and confident associates, who will leave organizations rather than tolerate such behavior.


              In contrast, your Cooperation with activity completed “in harmony” with others for the common good leads to your greater contribution.  If you express yourself and connect with others, your cooperating with others is the next developmental task in striving for “Service Beyond Self.”  Your cooperation with others as an equal is a goal direction that creates even more encouragement for you and others.



Specific Scores

under the

Domination / Cooperation Polarity



Power seeking                                                                                                      Equality seeking


              With Power seeking domination, it is possible to dominate others with pure power for organizational gain.  At other times, power seeking may look as though such controls are be used simply for the purpose of demonstrating power over others, without organizational benefit.  In a more passive form, power-seeking behavior may simply appear in the form of stubbornness and inflexibility.  In each case, the goal of useful cooperation is ignored.  Maneuvering others, expressing self-serving needs, and manipulating others more directly are the ways of the power seeking dominator.  On the other hand, Equality seeking in the organization bent toward excellence and your effectively guiding associates by being an excellent performer yourself is a cooperative leadership activity as a Courageous Contributor.  Such behavior is demonstrated by being a positive example for treating others as equals.  In a more active form, the equality seeking members promote the attitude for treating all others as equals.  Such attitudes are very effective in diminishing the existence of oppositional behaviors. Your modeling of constructive efforts sets an effective positive example and your willingness to persuade others toward cooperation is more useful than a dominating abuse of power.



Critical                                                                                                                        Encouraging


              Being Critical of others is a form of domination, often in the form of making efforts toward self-elevation at the expense of others.  Also, criticism can be a form of controlling others who tend to respond out of a “fear of criticism.”  While is possible to detect some short-term results from such methods, the longer-term result is the creation of resentment, passive-aggressive sabotage, lower motivation and a discontinuation of positive discretionary behaviors.  On the other hand, Encouraging behavior is demonstrated by working hard toward helping others do better.  In a more active form, such individuals clearly help others do better and grow in their competence as a cooperative contributor.  In turn, this increases the frequency of positive discretionary behaviors.





Manipulative                                                                                                              Collaborative


Manipulative behavior is observed when others maneuver the situation in such a way as to create their self-serving advantage.  Another method used to manipulate others occurs when a person expresses self-serving needs, expecting others to meet those needs.  Collaborative behavior it is demonstrated by you in the form of being a positive example of cooperation and constructively persuading others toward cooperative efforts.  It is characterized by effectively guiding others toward mutual work benefit.  Effective leaders most often demonstrate high levels of competence when leading others in creating a mutual work benefit. Collaborative efforts are always directed toward the benefit of the group where manipulation is most often created for the benefit of an individual.



Opposing                                                                                                                         Affirming


              One way to dominate any situation is to oppose all others, regardless of the merits of any issue.  By resisting cooperative efforts from others and intentionally working against others, one can accrue power in the form of Opposing domination.  To work against others and to dominate by resisting change, one blocks the efforts of others who are making constructive improvements.  Your willingness to create Affirming cooperation requires that you participate cooperatively with others and seek out ways to affirm their positive efforts.  Striving to find new ways to cooperate and agreeing to participate cooperatively are signs that you are a cooperative “Courageous Contributor.”



Revenge seeking                                                                                                              Nurturing


              Revenge seeking domination, in the passive form, is characterized by being moody, which can be a way to punish others or may also be an effort to control others simply by being “crabby.”  In the active form, one may seek revenge by being quick to retaliate and by getting “even” with others.  Creating Nurturing cooperation requires you to understand the importance of working together and accept invitations to participate actively with all others with a willingness to nurture their effort.  By understanding the importance of cooperation and sometimes nurturing others, you move toward increased “Service Beyond Self” as a Courageous Contributor.










Withdrawal                                                                                 Connection


              The most discouraged behavior, resulting from the striving for “Self Above Service”, is Withdrawal from others, as these behaviors move against our need to connect, cooperate, contribute and become part of the organizational community.  Withdrawal from others is a “Self Above Service” behavior as it is an effort to escape the anticipated negative judgments of others and preserve a personal form of vanity.  As is true for the other goal areas, Withdrawal appears in many different behavioral forms, including indifference, expressions of inadequacy, action suppression, interpersonal insensitivity and detachment.


              Instead, the most basic form of encouraged “Service Beyond Self” is your willingness to be authentically present (“connected to yourself”) and also be in Connection (expressiveness and listening) with others.  Being in touch with your “self” and creating the courage to express yourself is the most elementary foundation for the “Courageous Contributor.”  This kind of behavior shows up when a person is simply enthusiastic and action oriented.  In addition, the willingness to be a participating member of the group and express your thoughts is a positive indicator for connection



Specific Scores

under the

Withdrawal / Connection Polarity


Indifferent                                                                                                                      Enthusiastic


              Indifferent withdrawal is demonstrated by looking for ways to escape and avoid everyday activities.  Oftentimes, one acts as if one “can’t do” task related activities or one is indifferent to them.  This is different than not knowing how to do the tasks.  In the case of indifferent withdrawal, individuals have the knowledge but “withdraw” these abilities from the mission of the organization.  Enthusiastic connection is demonstrated when you make efforts to meet the needs of the situation and adequately connect with others.  When you “show up,” connect with others, and struggle with the tasks (which includes experiences with failure as well as success), you become more competent as an individual and you are more ready to purse genuine cooperation with others.  Your enthusiasm will appear in the form of having positive attitudes toward ordinary work activities and expressing positive energy toward them.




Insensitive                                                                                                                     Responsive


              Insensitive means “not sensing” the interpersonal behaviors around you and can be a form of withdrawal from the useful tasks of life.  Insensitive withdrawal is demonstrated by individuals who choose to be unaware of others working around them.  As an alternative, being Responsive about task activities is demonstrated by your expressing positive energy toward the tasks and your positive attitude in the face of difficulties.  As a Courageous Contributor, you seek “responsiveness” in useful forms with a positive attitude while applying your energy and eagerness toward the tasks.



Action suppressed                                                                                               Action expressed


              People demonstrating Action suppressed withdrawal allow their obvious low activity to interfere with work and often have little energy for the tasks.  While it is often not difficult to muster a sufficient energy for special tasks, action suppressed withdrawal often appears in the form of low energy toward ordinary tasks.  If you are engaged in Action expressed connection, you respond constructively toward the tasks and often initiate constructive actions toward their completion.  Deciding to act, rather than just “thinking about” action, is a habit of the Courageous Contributor.



Thought suppressed                                                                                          Thought expressed


              Thought suppressed withdrawal is demonstrated by being inexpressive of thoughts and ideas or, at times, being hesitant to express thoughts and ideas.  This kind of withdrawal signals in unwillingness to participate as a full contributing member of the group.  Oftentimes, this withdrawal is motivated by a fear that one does not have the “correct” or the “perfect” solution.  Thought expressed connection implies a willingness on your part to be assertively expressive and originate new ideas.  Expressing agreement with others, when appropriate, is another form creating “common sense” agreement with others.  Declaring your personal opinions and your realistic experience is an elementary action of the Courageous Contributor.



Detached                                                                                                                     Participating


              Detached withdrawal is demonstrated by being disconnected from others and avoiding interactions with others.  These behaviors are not useful in any organization that values teamwork and the creation of teamwork products.  By your choosing to connect with others and be observably more Participating, you will also initiate friendly interactions with others.  The most basic behavior for the Courageous Contributor is in being friendly with others and initiating participative interactions with them.  Your “showing up” as an equal with others is the foundation of “Service Beyond Self”.




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