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Employee Appraisal Phrases: Leadership Skills

Accurately appraising the leadership skills of anyone who plays a leadership role is critical, so choosing the right words in the appraisal process is important — not only for the success of your employees, but for the success of your company as well.

Leadership is about influencing others to reach established goals. As such, it’s one of the most critical roles in any company. Leadership maintains the vision, values, culture, objectives, and standards for the company, and when leadership is in doubt, the company is in trouble.

Building a team

Exceptional: Consistently exceeds expectations

  • Has outstanding team-building skills

  • Builds a team-oriented attitude among all her employees

  • Has taken a marginally functional department and converted it into a highly productive team

  • Uses specific exercises to further strengthen his team

  • Manages a department that is well known for its high level of teamwork

  • Has an extraordinary ability to turn a group into a team

  • Pulls employees together into a cooperative, supportive, and highly successful team

  • Creates a team-oriented environment

Excellent: Frequently exceeds expectations

  • Possesses a strong goal orientation, which contributes to the solidarity and focus of her employees

  • Develops a winning attitude among his employees

  • Structures projects and assignments to further strengthen teamwork among her employees

  • Makes all employees feel that they’re valued members of the team

  • Implements a broad range of special activities that further strengthen his team

  • Uses a team approach to develop and utilize the unique talents of each employee

Fully competent: Meets expectations

  • Recognizes and rewards team-oriented behaviors and actions

  • Consistently emphasizes the importance of teamwork in the department and company at large

  • Is highly effective in bonding employees together

  • Is a solid team player

  • Builds highly productive teams

  • Generates positive measurable outcomes as a result of teamwork

  • Sets consistently high expectations regarding teamwork among her employees

Marginal: Occasionally fails to meet expectations

  • Has minimal concern for teamwork, which is sensed by his employees and evident in their behavior

  • Makes public comments that place employees in conflict with each other

  • Doesn’t differentiate between healthy competition and conflict

  • Undercuts teambuilding by providing preferential treatment to certain employees

  • Rarely takes action to deal with conflicts or disagreements among her employees

  • Makes overlapping assignments that create conflict

  • Takes no action to deal with disruptive employees

  • Needs to focus less on team activities and more on team productivity

Unsatisfactory: Consistently fails to meet expectations

  • Engaged in behaviors that turned a successful team into several splintered factions

  • Provides no recognition or rewards for teamwork

  • Stays physically removed from his employees

  • Never works with the group as a whole

  • Communicates to the group primarily through reprimands

  • Makes no effort to be part of the team

  • Focuses on her own needs, rather than on the needs of the team

  • Interrupts team meetings with comments and behaviors that are far off topic

Making decisions

Exceptional: Consistently exceeds expectations

  • Uses participative decision making when appropriate

  • Bases decisions on facts

  • Gathers the facts and relies on them

  • Is sensitive to time constraints when making decisions

  • Approaches decision making with an open mind

  • Is well regarded as a first-rate decision maker

  • Clearly understands the costs and benefits of his decisions

  • Is receptive to innovative ideas and suggestions

  • Conducts thorough research prior to making major decisions

Excellent: Frequently exceeds expectations

  • Truly values the input of other employees

  • Makes difficult decisions that measurably improve operations

  • Deliberates on decisions, but never overlooks the time and timing

  • Involves employees in many decisions that affect them and their work

  • Acts decisively, but not impulsively

  • Makes unilateral decisions when needed

  • Shares the credit when decisions generate excellent outcomes

  • Accepts responsibility if decisions don’t yield desired outcomes

Fully competent: Meets expectations

  • Separates significant data from insignificant data

  • Makes timely decisions

  • Is trusted by her employees when it comes to decision making

  • Takes decision-making responsibilities seriously

  • Is able to clearly explain the rationale behind his decisions

  • Relies on facts rather than emotions

  • Keeps the good of the company in mind

  • Reaches decisions that are fair, ethical, and trusted

Marginal: Occasionally fails to meet expectations

  • Turns every decision into a group decision

  • Takes too much time to make a decision

  • Is overly influenced by insignificant details

  • Lets corporate politics play too great a role

  • Tends to waver back and forth

  • Ignores most input from others

  • Makes snap decisions

  • Relies on questionable sources

  • Is overly influenced by emotions

  • Is easily swayed by others

  • Procrastinates on important decisions

Unsatisfactory: Consistently fails to meet expectations

  • Has difficulty making decisions

  • Has made a string of questionable decisions

  • Ignores the facts

  • Acts impulsively on major decisions

  • Labors excessively long on minor decisions

  • Asks for input from others, and then ignores it

  • Insists that everything be done her way

  • Lets bias and stereotypes influence decision making

  • Enters decision making with a closed mind

  • Ignores ideas that differ from his

  • Abandons her decisions at the first sign of a challenge

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