Relating summary dimension measures the leader's capability to relate to others in a way that brings out the best in people, groups, and organizations. It is composed of:

• Caring Connection, which measures the leader's interest in and ability to form warm, caring relationships.
• Fosters Team Play, which measures the leader's ability to foster high-performance teamwork among team members who report to him/her, across the organization and within teams in which s/he participates.
• Collaborator, which measures the extent to which the leader engages others in a manner that allows the parties involved to discover common ground.
• Mentoring & Developing, which measures the leader's ability to develop others through mentoring and maintaining growth-enhancing relationships.
• Interpersonal Intelligence, which measures the interpersonal effectiveness with which the leader listens, engages in conflict and controversy, deals with the feelings of others, and manages his/her own feelings.

Self-Awareness summary dimension measures the leader's orientation to ongoing professional and personal development, as well as the degree to which inner self-awareness is expressed through high integrity leadership. It is composed of:

• Selfless Leader, which measures the extent to which the leader pursues service over self-interest, where the need for credit and personal ambition is far less important than creating results that serve a common good.
• Balance, which measures the leader's ability to keep a healthy balance between business and family, activity and reflection, work and leisure—the tendency to be self-renewing and handle the stress of life without losing the self.
• Composure, which measures the leader's ability, in the midst of conflict and high-tension situations, to remain composed and centered and to maintain a calm, focused perspective.
• Personal Learner, which measures the degree to which the leader demonstrates a strong and active interest in learning and personal and professional growth. It measures the extent to which s/he actively and reflectively pursues growing in self-awareness, wisdom, knowledge, and insight.

Authenticity summary dimension measures the leader's capability to relate to others in an authentic, courageous, and high integrity manner. It is composed of:

• Integrity, which measures how well the leader adheres to the set of values and principles that s/he espouses; that is, how well s/he can be trusted to “walk the talk.”
• Courageous Authenticity, which measures the leader's willingness to take tough stands, bring up the “undiscussables” (risky issues the group avoids discussing), and openly deal with difficult relationship problems.

Systems Awareness summary dimension measures the degree to which the leader's awareness is focused on whole system improvement, productivity, and community welfare. It is composed of:

• Community Concern, which measures the service orientation from which the leader leads. It measures the extent to which s/he links his/her legacy to service of community and global welfare.
• Sustainable Productivity, which measures the leader's ability to achieve results in a way that maintains or enhances the overall long-term effectiveness of the organization. It measures how well s/he balances human/technical resources to sustain long-term high performance.
• Systems Thinker, which measures the degree to which the leader thinks and acts from a whole system perspective as well as the extent to which s/he makes decisions in light of the long-term health of the whole system.

Achieving summary dimension measures the extent to which the leader offers visionary, authentic, and high achievement leadership. It is composed of:

• Strategic Focus, which measures the extent to which the leader thinks and plans rigorously and strategically to ensure that the organization will thrive in the near and long term.
• Purposeful & Visionary, which measures the extent to which the leader clearly communicates and models commitment to personal purpose and vision.
• Achieves Results, which measures the degree to which the leader is goal-directed and has a track record of goal achievement and high performance.
• Decisiveness, which measures the leader's ability to make decisions on time and the extent to which s/he is comfortable moving forward in uncertainty.

Complying summary dimension measures the extent to which a leader gets a sense of self-worth and security by complying with the expectations of others rather than acting on what s/he intends and wants. It is composed of:

• Conservative, which measures the extent to which the leader thinks and acts conservatively, follows procedure, and lives within the prescribed rules of the organization with which s/he is associated.
• Pleasing, which measures the leader's need to seek others' support and approval in order to feel secure and worthwhile as a person. People with strong needs for approval tend to base their degree of self-worth on their ability to gain others' favor and confirmation.
• Belonging, which measures the leader's need to conform, follow the rules, and meet the expectations of those in authority. It measures the extent to which s/he goes along to get along, thereby compressing the full extent of his/her creative power into culturally acceptable boxes.
• Passive, which measures the degree to which the leader gives away his/her power to others and to circumstances outside his/her control. It is a measure of the extent to which s/he believes that s/he is not the creator of his/her life experience, that his/her efforts do not make much difference, and that s/he lacks the power to create the future s/he wants.

Protecting summary dimension measures the belief that the leader can protect himself/herself and establish a sense of worth through withdrawal and remaining distant, hidden, aloof, cynical, superior, and/or rational. It is composed of:

• Arrogance, which measures the leader's tendency to project a large ego—behavior that is experienced as superior, egotistical, and self-centered.
• Critical, which measures the leader's tendency to take a critical, questioning, and somewhat cynical attitude.
• Distance, which measures the leader's tendency to establish a sense of personal worth and security through withdrawal, being superior and remaining aloof, emotionally distant, and above it all.

Controlling summary dimension measures the extent to which the leader establishes a sense of personal worth through task accomplishment and personal achievement. It is composed of:

• Perfect, which measures the leader's need to attain flawless results and perform to extremely high standards in order to feel secure and worthwhile as a person. Worth and security are equated with being perfect, performing constantly at heroic levels, and succeeding beyond all expectations.
• Driven, which measures the extent to which the leader is in overdrive. It is a measure of his/her belief that worth and security are tied to accomplishing a great deal through hard work. It measures his/her need to perform at a very high level in order to feel worthwhile as a person. A good work ethic is a strength of this style, provided that the leader keeps things in balance and is able to balance helping others achieve with his/her own achievement.
• Ambition, which measures the extent to which the leader needs to get ahead, move up in the organization, and be better than others. Ambition is a powerful motivator. This scale assesses if that motivation is positive, furthering progress—or negative, becoming overly self-centered and competitive.
• Autocratic, which measures the leader's tendency to be forceful, aggressive, and controlling. It measures the extent to which s/he equates self-worth and security to being powerful, in control, strong, dominant, invulnerable, or on top. Worth is measured through comparison; that is, having more income, achieving a higher position, being seen as a most/more valuable contributor, gaining credit, or being promoted.