IMMERSE Human-Centred Leadership Assessment

The Human-Centred Leadership Assessment developed by Debola Deji-Kurunmi is a reflective diagnostic tool designed to help leaders evaluate how closely their current mindsets, behaviours, and results align with the four pillars of the Human-Centred Leadership Excellence Model.

This assessment invites you to pause, reflect, and rate yourself honestly. It is not an external evaluation but a mirror to reveal how you lead yourself and others, how you build teams, and how you architect change within complex systems.

Your responses will provide clarity on where you are thriving, where growth is needed, and how you can evolve into a more human-centred, adaptive, and transformative leader.

For each statement, reflect on your real experiences and actions and not just your intentions or ideals. Think about how consistently you demonstrate that mindset or behaviour in your daily leadership.

Then, rate yourself on the following scale:

• Never true of me (This rarely or never describes my current reality or behaviour.)
• Rarely true of me (I demonstrate this occasionally, but not consistently.)
• Sometimes true of me (This is true of me in some situations, though not yet a habit.)
• Often true of me (I demonstrate this regularly and others would likely affirm it.)
• Always true of me. (This is a defining part of my leadership mindset and practice.)

When things go wrong, I first examine my own role before pointing to others.

I keep my commitments even when it becomes inconvenient.

When I receive feedback, I take ownership instead of reacting defensively.

In challenging circumstances, I hold myself to the same standards I expect of others.

When deadlines or targets are missed, I acknowledge my role before addressing others.

I openly share my struggles or uncertainties with colleagues.

When I don’t know something, I admit it and invite others’ input.

I am willing to be transparent even if it risks reducing how “competent” I appear.

I let my team see both my strengths and my limitations.

My openness encourages others to be real and honest.

I act from my values rather than external pressure.

I regulate my emotions effectively instead of reacting impulsively.

I maintain consistent personal practices (learning, reflection, wellness) that strengthen my leadership.

My self-discipline inspires others to raise their standards.

I make intentional choices aligned with long-term growth rather than short-term comfort.

I set goals that push beyond the minimum standard toward outstanding performance.

I challenge mediocrity even when “good enough” seems acceptable.

I demonstrate to my team that details matter in achieving quality outcomes.

Even under pressure, I refuse to compromise on excellence.

I personally model the behaviours that represent excellence for my team.

I communicate the “why” behind our work to my team.

I ensure every team member understands how their role connects to the larger goal.

I eliminate ambiguity by making expectations precise.

I make decisions that are guided by purpose, not just convenience.

I realign my team whenever clarity or purpose begins to drift.

My team delivers results that make a measurable difference to stakeholders.

Our success is reflected in impact and outcomes, not just activity.

Our contributions consistently advance the organisation’s priorities.

The value created by my team is visible and tangible.

My team’s efforts consistently move the organisation forward.

I consciously prioritise people’s wellbeing even under pressure.

When someone underperforms, I first consider what support they might need.

I value and draw out diverse perspectives in group settings.

I approach leadership as enabling growth rather than controlling outcomes.

I intentionally seek opportunities to help others discover or grow their potential.

I delegate meaningful responsibilities that stretch people’s abilities.

I trust team members to make decisions when appropriate.

I provide coaching and mentoring that support people’s future growth.

I listen deeply so that people feel genuinely understood by me.

I actively remove barriers that prevent people from succeeding.

People I lead feel respected and valued by me.

The culture in my team reflects empathy and collaboration.

People are motivated to give their best because they feel genuinely cared for.

People choose to stay because of the positive environment in our team.

I can identify individuals who have tangibly grown because of my leadership.

I consider the ripple effects of decisions across multiple functions.

I remain adaptive and agile when faced with uncertainty.

I approach organisational challenges by recognising interdependencies.

I see complexity as a natural part of leadership, not a nuisance.

I balance short-term needs with long-term systemic impact.

I align people and resources effectively across silos to achieve goals.

I create systems and structures that support cross-team collaboration.

I ensure the right people are placed in the right roles.

I mobilise both people and systems effectively during times of change.

I communicate the big picture in ways that inspire collective action.

My organisation demonstrates resilience and bounces back from disruption.

We consistently learn, improve, and innovate as part of our culture.

Our policies, processes, and culture adapt as the environment evolves.

Stakeholders see our organisation as adaptable and future-ready.

Experimentation and reflection are encouraged and rewarded in our organisation.