Your Name
Facilitated By Akie Mimori

Table of Contents

Introduction
Glossary: How To Read Your Lumina Leader Portrait

05

Overview
Your Leadership Overview

06

Your Domains Overview

07

Your Effective Leadership Starburst

08

Your Overextended Leadership Starburst

09

Your Effective Leadership Tag Cloud

10

Leadership Analysis by Domain
Leading with Vision

11

Leading through People

15

Leading with Drive

19

Leading to Deliver

23

Supplementary Data
Effective Use of Leadership Qualities

27

Overextended Use of Leadership Qualities

28

Glossary: How To Read Your Lumina Leader Portrait

I coach others to improvetheir performance anddevelop their potential
11-Strongly Disagree
5-Slightly Agree

2

3

4

2-Disagree
6-Agree

5

6

Self
Score

Norm
%

Rank Area toOrder develop

6.0

75%

1|1

7

3-Slightly Disagree
7-Strongly Agree

4-In-between

Self
Norm %
Rank OrderArea to developYour self-assessed Your self-assessed Your self-assessed The flag indicatesscore out of 7,score as ascore inareas for personalwith no reference
percentage
comparison to
growth with theto a norm group relative to other
other leaders in
number of times
leaders inyour project
other raters
Lumina’s
marked thenormative
question,
databasecompetency or
domain fordevelopment
The following terminology is used within the Portrait:
Quality: A set of characteristics that represent your behaviour and thought processes inleadership.
Domains: A set of leadership qualities that are grouped together to form a particular
style of leadership.
Norm: Normative data is the representative population sample. Norms are values thatare representative of a group and that may be used as a baseline against which
subsequently collected data is compared. Normative data helps get a sense of the
distribution or prevalence of the characteristic being assessed in the larger population.
By collecting normative data, various levels of test performance are established andraw scores from the test are translated into a common scale.
Overextended: This is a term used to describe exaggerated qualities you display as aleader under stress or high degrees of pressure.

5Your Leadership Overview

Your Name
Each of the four leadership domains shapes an individual's leadership style in adiﬀerent way but they are all valuable. Your personal leadership style is most heavily
inﬂuenced by Leading with Vision as that is your highest domain score. The mo vatorbehind your leadership is "Passion"More on your leadership qualities:
You use your insight into the current market trends and demands, nurturing
creativity and generating new ideas to stay ahead of the competition.
You are a leader who actively inspires and energises those in your team, creatinga climate in which people want to give their best.
Your enthusiasm for learning means that you always take away valuable lessons
by analysing where you have succeeded and failed in the past, constantly
strengthening and developing an effective leadership style.

6

Your Domains Overview
The following chart displays how you scored at the domain level.
Effective Use of Domains
Self
Score

Norm
%

Rank Area toOrder develop

Leading with Vision

5.7

58%

1|1

Leading with Drive

5.1

33%

1|1

Leading to Deliver

3.8

4%

1|1

Leading through People

5.5

52%

1|1

Self
Score

Norm
%

Rank Area toOrder develop

Unfocused Leadership

6.0

100%

1|1

Driven Leadership

4.2

63%

1|1

Transactional Leadership

2.3

23%

1|1

Laissez Faire Leadership

4.9

97%

1|1

1

2

3

4

5

6

7

Overextended Use of Domains

1

2

3

4

7

5

6

7

Your Effective Leadership Starburst

8

Your Overextended Leadership Starburst

9Your Effective Leadership Tag Cloud
Tag cloud based on your self-assessed scores.

10

Leading with Vision
Effective Use of Leading with Vision
Leaders who focus on this domain are life-long learners who take away valuable lessons
to contribute to the overall goals of their organisation. They're always motivating others
and fostering their creativity, promoting a dynamic environment of constant innovationand long-term thinking.
Your overall effectiveness in Leading with Vision:

Leading with Vision

1

2

3

4

5

6

Self
Score

Norm
%

Rank Area toOrder develop

5.7

58%

1|1

7

Your key strengths:
You encourage others to share ideas and fuel each other’s creativity in the quest
for innovation
You are willing to change goals to best harness your team's energy
Others are often inspired by your outgoing attitude and you like to share stories
based on interesting experiences
Here are some more ways you show that you can lead others
You use your creative mind to think outside of the box and generate ideas thatmake you stand out from the competition. As an innovative leader you challenge
your organisation to constantly develop and evolve, thereby setting the trends
rather than following them.
You are a strong leader, with a steadfast commitment to your goals. Your
determination enables you to keep a team of diverse personalities energised andfocussed on the goals that have been set. Because you are confident in expressing
your views directly, no-one is ever in doubt about what is needed to achieve
success.

11

Leading with VisionYour suggested areas of development
Although you scored very highly in strategic thinking it is important for you to keep on
developing this strength. There are avenues to explore and incorporate into your vision
for the future and it is important for you to consider your options carefully. The overallsituation is constantly changing and it is important to stay up to date with what is goingto allow you to continue making informed decisions.
Development is an on-going process. Even though you have scored very highly in passion
for learning there are still ways to grow within this quality. There is always the potential
to explore new ideas and to use your creativity to further enhance your existing skill
repertoire. An integral part of passion for learning is not resting on your laurels. It is
important to keep searching for new ideas, practices and skills that will benefit you andyour team.
Here are some more ways you can develop to lead others
While strategic thinking is already one of your top qualities for this domain there
are still ways that you can build on it by honing your vision for the future
Passion for learning is one of your key strengths and you should enhance it byfocusing on new ideas and encouraging team discussions where these ideas canbe shared
You are a very motivational person already but you can further improve the way
you inspire and energise people by working on your communication style
As a leader you have a strong focus on organisational development and change,
yet you can still improve this by engendering a similar zeal for change within yourteam
Try to incorporate the lessons you have learned from past projects into your plans
for the futureYour relationship with the team could be improved by connecting with others
more informally
You might benefit from further exploring the options open to you when it comesto planning the way forward
Make a point of encouraging others to come to you to develop their ideas, thiswill spur on your own creativity

12

Leading with Vision
Possible Overextensions of Leading with Vision
Leaders who focus too much on their vision can become unrealistic, frustrating thosearound them who seek a more practical assessment of future opportunities, progress
and goals. Others can also see them as learning-obsessed and in danger of overlooking
business priorities. Their positivity can appear misguided in times of crisis, prone totaking risky decisions in order to achieve too much in one go.
Your possible overextensions of Leading with Vision:
Self
Score

Norm
%

Rank Area toOrder develop

6.0

100%

1|1

Leading with Vision

1

2

3

4

5

6

7

Final comments and recommendations on your Leading with Vision
Make at least a show of certainty when you pick a particular direction for yourteam
Try to be firm with your team when pushing them onwards
Make sure your interactions with those around you are conducive to finding new
ideas for innovation
Try not to be forceful in pushing ideas against those who are uncomfortable withconfrontations, this will cause unnecessary conflictYour creativity can lead you off on a tangent and override the issues others
actually wanted to discuss with you
There are times when you bring conversations back to pragmatic topics tooquickly and disrupt valuable creative thought processes
Normally you can work efficiently even when a deadline is just around the corner.
However sometimes, in an effort to cut it as close as possible, you miss thedeadline completely.
Occasionally you find yourself unable to work effectively outside of a groupsituation. Your preference for working within a team can become so pronounced
that you simply cannot adjust and work on your own.

13

Leading with VisionYour Effective and Overextended use of the four qualities:
Effective
Self
Score

Norm
%

Rank Area toOrder develop

Passion For Learning

5.7

50%

1|1

Strategic Thinking

5.3

47%

1|1

Inspires and Energises Others

5.7

64%

1|1

Champions Innovation

6.0

73%

1|1

Self
Score

Norm
%

Rank Area toOrder develop

Passion for Learning toAddicted to Learning

6.0

86%

1|1

Strategic Thinking toStrategic Dreaming

5.3

97%

1|1

Inspires and Energises Others
to Eternal Optimist

6.7

100%

1|1

Champions Innovation to
Mad Inventor

6.0

99%

1|1

1

2

3

4

5

6

7

Overextended

1

2

3

4

14

5

6

7

Leading through People
Effective Use of Leading through People
A leader who can effectively speed-read and build rapport with others can often
influence them positively in order to achieve collaborative goals. They promote a work
environment based on trust and shared values, wherein each person feels comfortable
sharing their views and feedback in a constructive manner.
Your overall effectiveness in Leading through People:

Leading through People

1

2

3

4

5

6

Self
Score

Norm
%

Rank Area toOrder develop

5.5

52%

1|1

7

Your key strengths:
You adjust goals as the project progresses in order to accommodate different
perspectives and create a common target
Your positivity about others inspires them to set high targets for self-development
It comes naturally to you to help the team connect with one another to come up
with shared resolutions
Here are some more ways you show that you can lead others
You develop new methods and processes in collaborative endeavours with yourteam members and encourage common interest in the articulation of theirimplementation. Not only does this give everyone a sense of shared ownership; it
provides evidence and encouragement that their own new ideas will be given thesame level of group support.
With resourceful vision, you often find methods for developing people's skills
which would not have occurred to them. When someone in your team has cometo a standstill, you use your intuitive understanding of their skills in combination
with your ability to be imaginative, to provide helpful suggestions. Your skill at
seeing the big picture allows you to appreciate how training that might seem
irrelevant now, will be useful in the long run.

15

Leading through PeopleYour suggested areas of development
As a leader you place a lot of value in integrity and trust. This can be developed further
by getting the rest of your team to accept these values as core values. Encourage yourteam to see the benefit of embracing this quality. This will allow you to create a tightknit team and a trusting environment. You can also make use of this quality byexplaining your decisions to others and letting them understand your thought process.
You are a very interpersonally astute leader. While this is a strong quality you can stilldevelop in this domain by harnessing it more effectively. Use your understanding tobuild connections within your team, as well as between the team and yourself. Keep an
eye out for any conflict as you can use this leadership quality to act as a diplomat andresolve disagreements amicably.
Here are some more ways you can develop to lead others
As a leader you strongly value integrity and trust but you can increase the impactof this on your team by improving the way you communicates these values tothemYou make a point of encouraging win-win partnering within your team and you
can take this to the next level by further utilising this shared motivation andpurposeOthers see you as very interpersonally astute but there are ways you can apply
this more directly to the team by more closely linking this understanding to action
You often make a point of coaching and developing others and this strength canbe enhanced by looking at the final outcome of the development process
Building strong bonds with your team is crucial as a leader
Understanding the areas of weakness in your team will help you to target yourefforts to turn them into strengths
Make sure that your team feels that they get the praise they deserve when things
go wellInterpersonal understanding is something that you should keep honed throughconstant application

16

Leading through People
Possible Overextensions of Leading through People
When these leaders overextend in this domain, they can get too involved in the personal
problems of others, spending too much time making sure everyone is happy rather thanfocussing on collective goals. They may also end up losing track of their own priorities
trying to help others with their concerns, compromising their personal goals in theirstubborn upholding of values and honesty.
Your possible overextensions of Leading through People:

Leading through People

1

2

3

4

5

6

Self
Score

Norm
%

Rank Area toOrder develop

4.9

97%

1|1

7

Final comments and recommendations on your Leading through PeopleYour team can have a hard time working with you as they can find it difficult tostay on track with your instincts
Sometimes you can bog your team down in the nitty gritty tasks and fail to pushtowards a greater vision
Remember that empowering team members may be a more powerful change
agent than your direct management
Be wary of allowing your imagination too much free rein; you may see
development points for your colleagues that aren't actually there
Try to engage in depth with underrepresented views
Put your ideas in a straightforward, logical manner when your team need asimple understanding of what happens next
Some situations call for empathy and compassion and this role suits you well.
However there are times when your emotional side can cloud the issue and makeit difficult for you to distance yourself and be objective.
Your reluctance to draw attention to your own achievements can lead to others
being promoted ahead of you at work. In this way you allow your self-imposedmodesty to handicap you.

17

Leading through PeopleYour Effective and Overextended use of the four qualities:
Effective
Self
Score

Norm
%

Rank Area toOrder develop

Integrity and Trust

5.0

43%

1|1

Interpersonally Astute

5.7

50%

1|1

Coaches and Develops
Others

5.7

65%

1|1

Win-Win Partnering

5.7

56%

1|1

Self
Score

Norm
%

Rank Area toOrder develop

Integrity and Trust to Selfsacrificing

3.7

46%

1|1

Interpersonally Astute to
People Pleaser

4.7

88%

1|1

Coaches and Develops
Others to Compulsive Coach

5.3

98%

1|1

Win-Win Partnering toOverly Tactful

5.7

97%

1|1

1

2

3

4

5

6

7

Overextended

1

2

3

4

18

5

6

7

Leading with Drive
Effective Use of Leading with Drive
Leaders who communicate clearly are able to achieve great things, saving time andenergy that could be lost due to misunderstanding caused by incomplete directions.
They provide clear logic behind their decision making, instilling energy in others,
motivating them to constantly improve on past achievements.
Your overall effectiveness in Leading with Drive:

Leading with Drive

1

2

3

4

5

6

Self
Score

Norm
%

Rank Area toOrder develop

5.1

33%

1|1

7

Your key strengths:
You are good at sharing your enthusiasm and drive in order to get a group on yourside with a decisionYour understanding of the larger gains of a project gives you the courage tofollow through on the more difficult steps that pave the way to its completion
You are unafraid to challenge others to try new approaches that aid change
Here are some more ways you show that you can lead others
When faced with a sudden, unexpected change in circumstances, others in yourteam have a tendency to shut themselves off from reality. You, on the other hand,
are more likely to face the facts and do what you can to take the pressure off yourteam.
As a leader you expect your team to reach the highest standards possible. You
adopt a tough stance with your team and don’t go out of your way to makeyourself popular. You ultimately want your team to succeed and know that pushingthem hard will lead to better results. Your demanding and unyielding style canoften lead to them achieving far more than expected.

19

Leading with Drive
Your suggested areas of development
Try to stay positive in your outlook. This sort of assertiveness can be very engaging andpersuasive for your audience. If you use this aptitude of yours to its full potential it willallow you to persuade others round to your point of view as you have the ability to findways of staying optimistic in trying times.
There are times when your team would have benefited from you sharing your creative
problem solving ideas with them. If you make a point of sharing knowledge and ideas
within a team you can create consistency and increase rapport between individuals.
Doing this can also assist you as the team may become more effective at supporting
each other.
Here are some more ways you can develop to lead others
In order for them to succeed and gather support, your new ideas need to besupported by strong arguments
Endeavour to use a focus on team success as a tool for persuasion in yourdiscussions with others
Harness your ability to change the focus of your argument to a more open ended
perspective if that is what the situation requires
Try and let your team know of problem solving methods you have thought of sothat they can use them if obstacles arise
As you focus on open-ended targets make sure you clearly communicate anychanges of direction to your team
Try to be understanding when others are proving hard to persuade around to yourpoint of view
Pay attention to feedback from others to ensure that the message your teamhears is the same as the one you want to be heard

20

Leading with Drive
Possible Overextensions of Leading with Drive
When these leaders overextend they are in danger of losing trust and commitment fromothers due to their demands for perfection. These leaders can find it hard to forgive
people who have let them down in the past and do not leave sufficient time for teamdevelopment and growth. Their tendency to overindulge in confrontational discussions
in order to be proven right can also damage relationships.
Your possible overextensions of Leading with Drive:

Leading with Drive

1

2

3

4

5

6

Self
Score

Norm
%

Rank Area toOrder develop

4.2

63%

1|1

7

Final comments and recommendations on your Leading with Drive
Sometimes you try to be emotionally supportive to people who would prefer it if
feelings remained private
You should be careful to limit your creativity when it comes to problem solving as
some of your solutions are unrealistic
Let the belief in yourself and your ideas keep you focussed in the times when
you'll be standing alone
Only impose yourself on others when you are convinced it is for the benefit of theteam as a whole
There are times when your focus on what is realistic is at odds with some of themore ambitious goals of your organisation
There are times when your instincts mislead you and you take a risk too big or one
risk too many
Sometimes you put yourself first to the detriment of the team as a whole. Not only
can this have an immediate negative impact, it can also cause a loss of trust andconfidence between the group and yourself.
Your desire for control is normally a positive influence on the group but you
sometimes end up fighting for control of a group instead of moving forward.

21

Leading with Drive
Your Effective and Overextended use of the four qualities:
Effective
Self
Score

Norm
%

Rank Area toOrder develop

Drive and Determination

6.3

81%

1|1

Purposeful Argumentation

3.3

8%

1|1

Provides Clear Direction

4.7

33%

1|1

Strives for Excellence

6.0

75%

1|1

Self
Score

Norm
%

Rank Area toOrder develop

Drive and Determination to
Workaholic

5.0

78%

1|1

Purposeful Argumentation
to Devil's Advocate

2.3

17%

1|1

Provides Clear Direction to
Autocrat

5.0

91%

1|1

Strives for Excellence to Hard
Taskmaster

4.3

61%

1|1

1

2

3

4

5

6

7

Overextended

1

2

3

4

22

5

6

7

Leading to Deliver
Effective Use of Leading to Deliver
These leaders are reliable and possess the necessary discipline and attention to detailrequired for the team to deliver to their commitments. They are meticulous planners
and enforce structures to ensure consistent delivery, keeping their composure evenwhen the pressure is on.
Your overall effectiveness in Leading to Deliver:

Leading to Deliver

1

2

3

4

5

6

Self
Score

Norm
%

Rank Area toOrder develop

3.8

4%

1|1

7

Your key strengths:
It takes a lot to unsettle you and you maintain your confidence in challenging
circumstances
You look further than what is already evident when deciding how to approach adifficult situation
You reserve necessary time to give attention to the welfare and concerns of yourteam even if under a lot of time pressure
Here are some more ways you show that you can lead others
You don't shy away from taking risks to benefit yourself and the team. Yourwillingness to consider the extremes proves invaluable when a particularly toughsituation demands immediate, drastic reconfiguration of your approaches. Going
to such extents is not easy and is at the sacrifice of traditions but you know theimportance of swift action with regards to restoring calm and stability in the work
place.
You are keen to lead by example and share your successful experiences withothers. Your poise maintains the team's faith in you as a headstrong, positive
leader. You understand the dangers of intimidating your peers therefore you makesure your influence always remains positive so that they reciprocate yourenthusiasm and confidence. Especially in times of difficulty the positivity you instil
means that your team can quickly regroup and tackle problems sensibly.

23

Leading to DeliverYour suggested areas of development
Gather and analyse relevant data to aid your creativity in conceiving the most effective
solutions to a problem. The added insight will give you an even firmer grasp of the bigpicture as well as helping you assess the risks involved in each of the options open toyou, resulting in decisions that are ambitious yet practical.
The plans you develop must offer room to manoeuvre when the unexpected happens.
Committing to follow through on a plan is important, but can become a waste of timeand resources if circumstances render it suboptimal. As the leader, try to take theinitiative to readjust your plans or seek alternatives. You already have an intuitive senseof how to do this, so don't be afraid to use it.
Here are some more ways you can develop to lead others
Don't be afraid to be decisive and direct when taking up responsibilities andmaking decisions, supporting your actions with thorough analysis of relevant data
Involve others in your efforts to gather relevant data and analyse it, to give you abroader understanding of the individual viewpoints within your organisation
Don't shy away from expressing your commitment towards your plans in order tomotivate others to do the same
Try and make use of your creativity to come up with innovative plans and methods
to pull them off
Encourage your team to look for their own objectives, even if those objectives areon a tangent to the original goal
Consider changing the plan in order to take individual commitments into account
It is important to take the opportunity to give some thought about the state of the
project so far as well as the direction it will take in the future. Make time toperform these evaluations to ensure that you can stay on track.
There will be times when you need to sort through lots of information. You should
try and improve your data-handling skills. One way to do this is to look forpatterns within the statistics; this will help you filter out the relevant data.

24

Leading to Deliver
Possible Overextensions of Leading to Deliver
Leaders who value delivery above all risk stifling the individual growth and creativity of
those around them. They can appear indecisive when confronted with a situation where
they feel they require more information. Also they can spend too much time and energy
on planning, holding the team back from taking action and delaying progress.
Your possible overextensions of Leading to Deliver:

Leading to Deliver

1

2

3

4

5

6

Self
Score

Norm
%

Rank Area toOrder develop

2.3

23%

1|1

7

Final comments and recommendations on your Leading to Deliver
You consistently did not report any overextended qualities in the questionnaire25

Leading to DeliverYour Effective and Overextended use of the four qualities:
Effective
Self
Score

Norm
%

Rank Area toOrder develop

Calm Under Pressure

4.3

18%

1|1

Data Gathering and Analysis

2.7

4%

1|1

Holds Self and Others
Accountable

4.3

16%

1|1

Planning and FollowThrough

4.0

16%

1|1

Self
Score

Norm
%

Rank Area toOrder develop

Calm Under Pressure to
Appears Disengaged

2.3

27%

1|1

Data Gathering and Analysis
to Analysis Paralysis

2.7

51%

1|1

Holds Self and Others
Accountable to Strict
Enforcer

2.0

29%

1|1

Planning and FollowThrough to Planning
Obsessed

2.0

34%

1|1

1

2

3

4

5

6

7

Overextended

1

2

3

4

26

5

6

7

Effective Use of Leadership Qualities
Self
Score

Norm
%

Rank Area toOrder develop

Passion For Learning

5.7

50%

1|1

Inspires and Energises Others

5.7

64%

1|1

Strategic Thinking

5.3

47%

1|1

Champions Innovation

6.0

73%

1|1

Strives for Excellence

6.0

75%

1|1

Provides Clear Direction

4.7

33%

1|1

Drive and Determination

6.3

81%

1|1

Purposeful Argumentation

3.3

8%

1|1

Planning and FollowThrough

4.0

16%

1|1

Holds Self and Others
Accountable

4.3

16%

1|1

Data Gathering and Analysis

2.7

4%

1|1

Calm Under Pressure

4.3

18%

1|1

Integrity and Trust

5.0

43%

1|1

Coaches and Develops
Others

5.7

65%

1|1

Interpersonally Astute

5.7

50%

1|1

Win-Win Partnering

5.7

56%

1|1

1

2

3

4

27

5

6

7

Overextended Use of Leadership Qualities
Self
Score

Norm
%

Rank Area toOrder develop

Passion for Learning toAddicted to Learning

6.0

86%

1|1

Inspires and Energises Others
to Eternal Optimist

6.7

100%

1|1

Strategic Thinking toStrategic Dreaming

5.3

97%

1|1

Champions Innovation to
Mad Inventor

6.0

99%

1|1

Strives for Excellence to Hard
Taskmaster

4.3

61%

1|1

Provides Clear Direction to
Autocrat

5.0

91%

1|1

Drive and Determination to
Workaholic

5.0

78%

1|1

Purposeful Argumentation
to Devil's Advocate

2.3

17%

1|1

Planning and FollowThrough to Planning
Obsessed

2.0

34%

1|1

Holds Self and Others
Accountable to Strict
Enforcer

2.0

29%

1|1

Data Gathering and Analysis
to Analysis Paralysis

2.7

51%

1|1

Calm Under Pressure to
Appears Disengaged

2.3

27%

1|1

Integrity and Trust to Selfsacrificing

3.7

46%

1|1

Coaches and Develops
Others to Compulsive Coach

5.3

98%

1|1

Interpersonally Astute to
People Pleaser

4.7

88%

1|1

Win-Win Partnering toOverly Tactful

5.7

97%

1|1

1

2

3

4

28

5

6

7

luminalearning.com©2023Lumina Learning Ltd

Date Questionnaire completed: 17/04/23 8:55:16
Date Portrait most recently regenerated: 17/04/23 8:56:43