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GEMA™-Lead360 Scoring Details


Score Details and Explanations














Organization of the Narrative Explanations







The behavioral choices listed below are based on the "Psychology of Use" and not the "Psychology of Possession."  To better understand this distinction, go to:








             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, stimulated by competition from organizations outside the alliance. Such collaboration does not become an excuse for 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, 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 makes useful contributions to organizational and business performance improvement. Useful efforts to make creative contributions and investing individual efforts toward organizational success.



Specific Scores

 under the

Entitlement / Contribution Polarity



Ruling                                                                                                                                Leading


             Ruling is acted out 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 a tendency to consider only oneself and one's  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 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 usually 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 individual efforts to be useful, is one of your tasks as a Courageous Contributor.



Intimidating                                                                                                                    Persuasive


             Those who are Intimidating toward others often dictate with an entitled attitude. Also, attempts may be made to create an impression of excessive self-importance to intimidate others.  These behaviors tend to detract from productivity as interpersonal conflict reduces attention to productivity. Also, the 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 you would be recognized by respectfully persuade others.  By using persuasion, you create a respectful atmosphere and consequently, 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 observed when people create special privileges for themselves and frequently do so at the cost of others. Also, 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 real 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 making exceptional 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 encourage selfish 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 the activity that enables organizational movement toward Task-centered goals. This can be accomplished by investing yourself in meaningful work and creating the business that promotes the same. Task-centered behavior tends to forward the purposes 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 actions.  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 being used merely to demonstrate power over others, without organizational benefit. In a more passive form, the power-seeking behavior may only appear in stubbornness and inflexibility.  In each case, the goal of beneficial cooperation is not achieved. 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. Equality-seeking is a positive example of treating others as equals. In a more active form, the equality seeking members promote the attitude for treating all others as equals. This approach is highly effective in diminishing the existence of oppositional behaviors.Your modeling of effective efforts sets a useful positive example, and your willingness to persuade others toward cooperation is more valuable than a dominating abuse of power.



Critical                                                                                                                        Encouraging


              Being Critical of others is a form of domination, often in the way 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 consequence is the creation of resentment, passive-aggressive sabotage, lower motivation and discontinuation of positive discretionary behaviors. On the other hand, demonstrations of Encouraging behavior includes working hard toward helping others do better.  In a more active form, such individuals 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 shared work benefit. Collaborative efforts benefit the group where manipulation helps an individual.



Opposing                                                                                                                         Affirming


              One way to dominate any situation is to oppose all others, regardless of the merits of an 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 useful 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 by merely 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 behavior shows up when a person is merely enthusiastic and action-oriented. Also, the willingness to be a participating member of the group and express your thoughts is a positive indicator of connection .



Specific Scores

under the

Withdrawal / Connection Polarity


Indifferent                                                                                                                      Enthusiastic


             Indifferent withdrawal is demonstrated by looking for ways to escape and avoid everyday activities. Often, one acts as if one "can't do" task-related activities or one is indifferent to them. This example is different than not knowing how to do the tasks.  In the case of indifferent withdrawal, individuals know 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 pursue 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 to 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 public low activity to interfere with work and often have little energy for the tasks. While it is usually not difficult to muster sufficient energy for particular tasks, action suppressed withdrawal usually 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 the unwillingness to participate as a fully contributing member of the group. Often, 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. Agreeing with others, when appropriate, is another form creating "common sense" agreement with others. Declaring your personal opinions and your realistic experience is a simple 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 for 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 starting participative communications with them. Your "showing up" as an equal with others is the foundation of "Service Beyond Self."




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