Supervision and Leadership

Utilizing the behaviors which are essential to effective leadership and supervision.

5 - Recognized by supervisor, peers, and employees as superior in establishing open communication and climate of collaboration and cooperation; routinely coaches and trains employees for advancement; provides accurate and frequent feedback; creates an employee development plan for each supervised employee; always takes the initiative to identify and deal directly with problem situations and potential crises; effectively uses the discipline process to improve employee performance.

- Recognized by employees for establishing open communication and climate of collaboration and cooperation; frequently coaches and trains employees for advancement; provides accurate and frequent feedback; creates an employee development plan for each supervised employee; often takes the initiative to identify and deal directly with problem situations and potential crises; initiates the discipline process appropriately to improve employee performance without coaching.

3 - Encourages open communication and climate of collaboration and cooperation; coaches and trains employees in the performance of their job; identifies and communicates areas for improvement for each supervised employee; identifies and deals directly with problem situations and potential crises as they arise; initiates and uses the discipline process for employee performance improvement with minimal coaching.

- Communication style and climate of working with others needs improvement; rarely provides coaching, training or feedback to supervised employees; requires prompting to deal with problem situations and potential crises; does not effectively use the discipline process for performance improvement.