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Survey : SECTION 6 – HOW I LEAD & CONTRIBUTE

How you influence outcomes beyond your own tasks

Before we begin – this matter…

Leadership is often misunderstood as authority, titles, or charisma.

In reality, leadership shows up quietly:

• when resources are limited,
• when decisions affect others,
• when fairness matters,
• when no one is watching.

This section is not asking whether you are a leader.

It is exploring how you behave when responsibility extends beyond yourself.

You don’t need a designation to answer these questions honestly.

6.1 Taking Initiative Without Being Asked

Q: How do you usually respond when something important needs attention, but no one has formally assigned it to you?

Why we are asking this; Initiative often differentiates contributors from dependents. Choose one:

Option A: I usually step in and try to help or improve the situation

Option B: I step in selectively if I feel confident or responsible

Option C: I wait for clear instructions before acting

Option D: I avoid stepping in unless explicitly asked

6.2 Comfort with Responsibility for Others

Q: How comfortable are you being responsible for outcomes that affect other people?

Why this matter; Leadership involves accountability beyond one’s own work. Choose one:

Option A: Comfortable and willing to take responsibility

Option B: Comfortable in limited or familiar situations

Option C: Somewhat hesitant, prefer shared responsibility

Option D: Prefer responsibility only for my own work

6.3 Decision-Making When Resources Are Limited

Q: When resources (time, money, people, information) are limited, how do you usually approach decisions?

Why we ask; Leadership often emerges under constraints, not abundance. Choose one:

Option A: Prioritise essentials and make trade-offs consciously

Option B: Seek guidance before making decisions

Option C: Delay decisions hoping conditions improve

Option D: Feel stressed and unsure how to proceed

6.4 Delegation, Trust & Letting Go

Q: Which statement best describes how you work when tasks involve others?

Why this matter; Delegation reflects trust, clarity, and maturity—not control. Choose one:

Option A: Assign responsibilities clearly and trust others to deliver

Option B: Share work but monitor closely

Option C: Prefer doing things myself to ensure quality

Option D: Avoid delegating whenever possible

6.5 Contribution Beyond Formal Role

Q: In group, organisational, or community settings, how do you usually contribute beyond assigned roles?

Why we are asking this; Contribution mindset reveals ownership and civic sense. Choose one:

Option A: Actively contribute ideas, effort, or coordination

Option B: Contribute when asked or when issues arise

Option C: Stick mostly to defined responsibilities

Option D: Rarely engage beyond what is required

6.6 Fairness, Ethics & Integrity in Practice

Q: When faced with situations involving fairness, bias, or ethical ambiguity, what do you usually do?

Why this matter; Ethics is revealed through small decisions, not statements. Choose one:

Option A: Try to act fairly even if it is inconvenient

Option B: Balance fairness with practical constraints

Option C: Follow prevailing norms or instructions

Option D: Prefer not to get involved in such matters

6.7 Media Awareness & Independent Thinking

Q: How do you usually engage with news, social media, or public narratives?
Why we ask; Leadership today requires discernment, not loud opinions. Choose one:

Option A: Cross-check information and think independently

Option B: Follow a few trusted sources

Option C: Consume information casually without much analysis

Option D: Avoid news and public discourse altogether

6.8 Community, Society & Civic Engagement

Q: Which statement best reflects your engagement with community or societal matters?

Why this matter; Leadership includes awareness of the larger ecosystem we operate in. Choose one:

Option A: Actively involved or regularly engaged

Option B: Occasionally involved when opportunities arise

Option C: Aware but not actively involved

Option D: Largely disconnected from such activities

6.9 Sustainability & Long-Term Thinking

Q: How often do you consider long-term or sustainability impacts while making decisions?

Why we are asking this; Responsible leadership balances immediate results with future consequences. Choose one:

Option A: Regularly consider long-term implications

Option B: Consider them when decisions are significant

Option C: Rarely consider beyond immediate outcomes

Option D: Do not usually think in long-term terms

6.10 Quiet Reflection – Optional, but revealing

Q: Complete these in 2–3 lines:

One situation where I took responsibility beyond my role was

Q: Complete these in 2–3 lines:

One leadership behaviour I am consciously trying to develop is

Closing note for this section;

Thank you for reflecting on how you lead and contribute.

This section helps us understand your influence style, not your authority.

You may continue now or return later.

Leadership evolves with experience and awareness.

Note; You can save and return to this section anytime.

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