National Academies Press: OpenBook

Airport Leadership Development Program (2013)

Chapter: Appendix A - Survey Question Bank

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Page 300
Suggested Citation:"Appendix A - Survey Question Bank." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Suggested Citation:"Appendix A - Survey Question Bank." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Suggested Citation:"Appendix A - Survey Question Bank." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Page 302
Page 303
Suggested Citation:"Appendix A - Survey Question Bank." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Page 304
Suggested Citation:"Appendix A - Survey Question Bank." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Page 304
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Suggested Citation:"Appendix A - Survey Question Bank." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Page 305

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

307 A p p e n d i x A Survey Question Bank

308 Airport Leadership developm ent program I n e f f e c t i v e N e e d s I m p r o v e m e n t S a t i s f a c t o r y S t r e n g t h R o l e M o d e l Strategic Thinking Stays focused on long term objectives while dealing with short term issues Develops bench strength for the future Keeps current on local, national, and international policies and trends that affect the organization and shape stakeholders' views Acts as a catalyst for organizational change Takes informed risks Demonstrates flexibility and adaptability to new information, changing conditions or unexpected obstacles Capable of planning and executing strategy What other skills does this individual display which make them effective in strategic thinking? What areas does this individual need to develop to be more effective in strategic thinking?

Survey Q uestion Bank 309 I n e f f e c t i v e N e e d s I m p r o v e m e n t S a t i s f a c t o r y S t r e n g t h R o l e M o d e l Develops Culture Is a role model for others to follow Tolerates honest mistakes as learning experiences Allows others to use their judgment when making decisions Develops high performing teams Provides ongoing performance feedback at times other than regular evaluation interviews Hold self and others accountable for measurable high-quality, timely, and cost effective results What other skills does this individual display which make them effective in developing culture? What areas does this individual need to develop to be more effective in developing culture?

310 Airport Leadership developm ent program I n e f f e c t i v e N e e d s I m p r o v e m e n t S a t i s f a c t o r y S t r e n g t h R o l e M o d e l Relationship Building Is “other-oriented” rather than focused on any personal agenda Has respect of external stakeholders Uses influence appropriately to motivate and inspire people to perform their best work Has respect of internal employees What other skills does this individual display which make them effective in relationship building? What areas does this individual need to develop to be more effective in relationship building?

Survey Q uestion Bank 311 I n e f f e c t i v e N e e d s I m p r o v e m e n t S a t i s f a c t o r y S t r e n g t h R o l e M o d e l Communication Openly discusses issues in a way that brings out the best thinking in others Listens effectively to what others have to say Earns the trust of others through honest straightforward communication Clearly delegates with realistic expectations Sees merit in the ideas of others, even when they conflict with their own opinion Is quick to resolve conflict with appropriate resolution What other skills does this individual display which make them effective in communication? What areas does this individual need to develop to be more effective in communication??

312 Airport Leadership developm ent program I n e f f e c t i v e N e e d s I m p r o v e m e n t S a t i s f a c t o r y S t r e n g t h R o l e M o d e l Self Management Is emotionally intelligent and manages ego Understands and adheres to professional and ethical standards Takes a proactive approach on self-improvement Willingly admits mistakes and takes corrective action Remains focused even under adversity What other skills does this individual display which make them effective in self management? What areas does this individual need to develop to be more effective in self management?

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TRB’s Airport Cooperative Research Program (ACRP) Report 75: Airport Leadership Development Program is designed to assist existing and future airport leaders to assess, obtain, and refine airport-industry leadership skills.

The program includes forms for a full 360-degree individual assessment of core leadership traits.

A complete facilitator guide with Microsoft PowerPoint presentations and participant workbooks and materials are also included on the CD-ROM that accompanies the print version of the report.

The CD-ROM is also available for download from TRB’s website as an ISO image. Links to the ISO image and instructions for burning a CD-ROM from an ISO image are provided below.

Help on Burning an .ISO CD-ROM Image

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CD-ROM Disclaimer - This software is offered as is, without warranty or promise of support of any kind either expressed or implied. Under no circumstance will the National Academy of Sciences or the Transportation Research Board (collectively "TRB") be liable for any loss or damage caused by the installation or operation of this product. TRB makes no representation or warranty of any kind, expressed or implied, in fact or in law, including without limitation, the warranty of merchantability or the warranty of fitness for a particular purpose, and shall not in any case be liable for any consequential or special damages.

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