Leadership Behaviour Review

A school-level view of leadership practice

Leadership Behaviour Review – Behaviour Mapping v1

Leadership Behaviour Review

Please complete this review based on your experience of leadership behaviours across the school. Your responses will be combined with others to create a school-level summary that informs a leadership discussion about shared priorities.

Email address

Please provide an email address where the summary report can be sent once it is generated.

School email domain

For example, myschool.co.uk

This allows responses to be grouped at school level. Individual responses are not identified or shared.

School email domain, eg, myschool.co.uk

Strategy behaviours

The following statements describe observable leadership behaviours within the Strategy domain. Please select the option that best reflects what is typically happening in practice across leadership, not isolated examples.

S1. Explain the why

This behaviour creates clarity and trust by consistently articulating purpose. Leaders explain not just what is changing, but why it matters, so decisions feel coherent rather than arbitrary.

S1. Explain the why

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

S2. Tell the story

This behaviour connects strategy to lived experience through narrative. Leaders use stories to link priorities, values, and day-to-day practice into a shared sense of direction.

S2. Tell the story

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

S3. Seek the brutal facts

This behaviour grounds decision-making in reality rather than optimism or assumption. Leaders actively surface evidence, challenge comfortable narratives, and face what is really happening.

S3. Seek the brutal facts

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

S4. Uphold values

This behaviour uses values as practical decision filters, especially under pressure. Leaders act consistently with stated principles, even when choices are difficult or unpopular.

S4. Uphold values

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

S5. Establish collective goals

This behaviour aligns effort around shared priorities rather than imposed targets. Leaders involve others in shaping goals, creating ownership and collective responsibility.

S5. Establish collective goals

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

S6. Focus on the main thing

This behaviour brings disciplined prioritisation to leadership work. Leaders protect attention, time, and energy for what will make the greatest difference.

S6. Focus on the main thing

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

S7. Communicate often

This behaviour keeps priorities visible through frequent, consistent communication. Leaders reinforce messages over time so they translate into action, not just awareness.

S7. Communicate often

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

S8. Find the lead measures

This behaviour makes progress visible by identifying predictive actions. Leaders focus on the small inputs that drive outcomes, rather than waiting for lagging results.

S8. Find the lead measures

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

S9. Leverage marginal gains

This behaviour drives improvement through small, repeatable changes. Leaders focus on steady progress that compounds over time rather than dramatic one-off initiatives.

S9. Leverage marginal gains

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

S10. Sustain change

This behaviour protects improvement once initial enthusiasm fades. Leaders embed routines, follow-up, and reinforcement so change becomes normal practice.

S10. Sustain change

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

S11. Break through limits

This behaviour challenges assumptions about what is possible. Leaders question inherited constraints and encourage fresh thinking that raises ambition.

S11. Break through limits

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

S12. Lead for lasting excellence

This behaviour balances urgency with sustainability. Leaders prioritise quality and long-term impact over short-term wins.

S12. Lead for lasting excellence

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

S13. Aspire to greatness

This behaviour deliberately raises expectations across the organisation. Leaders normalise high ambition and refuse to settle for comfortable plateaus.

S13. Aspire to greatness

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

S14. Anticipate unintended consequences

This behaviour applies systems thinking to decision-making. Leaders consider second-order effects and avoid solving one problem while creating another.

S14. Anticipate unintended consequences

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

S15. Plan with a premortem

This behaviour strengthens planning by anticipating failure in advance. Leaders surface risks early so problems are prevented rather than managed later.

S15. Plan with a premortem

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

Culture behaviours

The following statements describe observable leadership behaviours within the Culture domain. Please select the option that best reflects what is typically happening in practice across leadership, not isolated examples.

C1. Hold high standards

This behaviour clarifies what good looks like and protects it consistently. Leaders address slippage quickly so expectations remain credible.

C1. Hold high standards

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

C2. Set high floor, no ceiling

This behaviour combines consistency with ambition. Leaders establish clear minimum expectations while actively encouraging excellence beyond them.

C2. Set high floor, no ceiling

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

C3. Establish routines

This behaviour reduces variability by embedding predictable ways of working. Leaders use routines to free attention for judgment and improvement.

C3. Establish routines

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

C4. Maintain consistency

This behaviour builds trust through predictable follow-through. Leaders respond reliably so expectations hold over time and under pressure.

C4. Maintain consistency

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

C5. Celebrate success

This behaviour reinforces what matters by recognising effort and progress. Leaders notice and acknowledge success deliberately and authentically.

C5. Celebrate success

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

C6. Seek inspiration

This behaviour keeps practice outward-facing and dynamic. Leaders learn from elsewhere and adapt ideas thoughtfully to their own context.

C6. Seek inspiration

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

C7. Engage parents

This behaviour builds trust through purposeful partnership with families. Leaders communicate clearly and consistently to support shared responsibility for pupils.

C7. Engage parents

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

C8. Create moments

This behaviour strengthens culture through meaningful shared experiences. Leaders design moments that build pride, belonging, and identity.

C8. Create moments

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

Leadership behaviours

The following statements describe observable leadership behaviours within the Leadership domain. Please select the option that best reflects how leaders typically show up in their day-to-day actions and decisions, particularly under pressure, rather than isolated examples.

L1. Lead by example

This behaviour establishes credibility through visible action. Leaders model the behaviours they expect, making standards tangible rather than aspirational.

L1. Lead by example

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

L2. Be positive

This behaviour sustains morale through realistic optimism. Leaders acknowledge challenges while maintaining belief and forward momentum.

L2. Be positive

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

L3. Get the steps in

This behaviour keeps leaders connected to daily reality. Leaders are visible, present, and informed through regular time in the work.

L3. Get the steps in

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

L4. Make it happen

This behaviour turns intent into execution. Leaders remove barriers and drive action so plans translate into results.

L4. Make it happen

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

L5. Stack the chairs

This behaviour signals humility and shared responsibility. Leaders use small acts of service to flatten hierarchy and strengthen teamwork.

L5. Stack the chairs

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

L6. Leaders eat last

This behaviour builds trust through care and sacrifice. Leaders prioritise others’ needs, creating psychological safety and loyalty.

L6. Leaders eat last

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

L7. Co-create what matters

This behaviour increases commitment through involvement. Leaders shape priorities with others so ownership replaces compliance.

L7. Co-create what matters

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

L8. Don’t drop the ball

This behaviour builds reliability through consistent follow-through. Leaders close loops so trust is maintained.

L8. Don’t drop the ball

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

L9. Use the checklist

This behaviour protects quality through standardisation. Leaders ensure critical processes do not rely on memory or individual preference.

L9. Use the checklist

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

L10. Pass the baton

This behaviour strengthens capacity through genuine delegation. Leaders transfer responsibility fully, not just tasks.

L10. Pass the baton

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

L11. Learn to bend

This behaviour balances adaptability with principle. Leaders adjust their approach calmly without losing direction.

L11. Learn to bend

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

L12. Control the controllables

This behaviour protects focus under uncertainty. Leaders concentrate their effort on what they can influence rather than what they cannot.

L12. Control the controllables

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

Teams behaviours

The following statements describe observable leadership behaviours within the Teams domain. Please select the option that best reflects how leaders work through and with others to get things done, build trust, and sustain effective collaboration over time, rather than isolated examples.

T1. Know your team

This behaviour improves decisions through understanding people. Leaders recognise individuals’ strengths, needs, and motivations.

T1. Know your team

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

T2. Ask first

This behaviour builds trust through listening. Leaders seek insight before acting rather than imposing solutions.

T2. Ask first

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

T3. Get the right people on the bus

This behaviour maximises impact through thoughtful deployment. Leaders align roles with strengths and fit.

T3. Get the right people on the bus

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

T4. Create a team

This behaviour builds collective responsibility. Leaders establish shared purpose, norms, and ways of working.

T4. Create a team

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

T5. Mastering conflict

This behaviour uses disagreement productively. Leaders address tension openly so issues are resolved, not avoided.

T5. Mastering conflict

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

T6. Be wonderful to work with

This behaviour models professionalism and respect. Leaders contribute positively to the working environment.

T6. Be wonderful to work with

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

T7. Hold meetings for impact

This behaviour turns time into progress. Leaders design meetings that lead to decisions and action.

T7. Hold meetings for impact

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

T8. Create actions

This behaviour converts discussion into commitment. Leaders ensure clarity about who will do what, by when.

T8. Create actions

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

T9. Go back and check

This behaviour reinforces accountability through follow-up. Leaders revisit actions so progress is sustained.

T9. Go back and check

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

T10. Embracing accountability

This behaviour maintains standards through constructive challenge. Leaders hold themselves and others to account clearly and fairly.

T10. Embracing accountability

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

Yourself behaviours

The following statements describe observable self-leadership behaviours within the Yourself domain. Please select the option that best reflects how leaders typically manage their own energy, habits, emotions, and priorities in order to lead sustainably over time, rather than isolated examples.

Y1. Protect your sleep

This behaviour safeguards decision-making and emotional regulation. Leaders prioritise rest so performance remains strong.

Y1. Protect your sleep

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

Y2. Give yourself permission

This behaviour supports sustainability through boundaries. Leaders release unhelpful guilt and work in healthier ways.

Y2. Give yourself permission

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

Y3. Manage emotions

This behaviour keeps leadership calm and purposeful. Leaders regulate emotional responses, especially under pressure.

Y3. Manage emotions

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

Y4. Humility

This behaviour sustains learning through openness. Leaders seek feedback and remain willing to grow.

Y4. Humility

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

Y5. Organise for clarity

This behaviour reduces overload through simplification. Leaders design systems that make thinking clearer.

Y5. Organise for clarity

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

Y6. Prioritise what matters

This behaviour aligns effort with values and impact. Leaders make deliberate choices about time and attention.

Y6. Prioritise what matters

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

Y7. Think long, act daily

This behaviour connects strategy to daily habits. Leaders link small actions to long-term direction.

Y7. Think long, act daily

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

Y8. Sharpen your tools

This behaviour strengthens leadership through continual development. Leaders invest in skills, knowledge, and craft.

Y8. Sharpen your tools

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

Y9. Build habits that last

This behaviour turns intention into routine. Leaders create repeatable practices that endure over time.

Y9. Build habits that last

Consistently embedded, visible across leaders, and holds up under pressure

Present but inconsistent

Rare or inconsistent enough to cause confusion or frustration

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