Report based on the results of an evaluation of managerial and leadership qualities carried out by RBC
Position: Head of Department


This manager bears a high level of responsibility and has excellently developed managerial competencies. He is results-oriented, but at the same time has a good sense of the needs of his team, and is able to motivate them to achieve their goals. He is loyal to his company and his immediate supervisor.


He is able to organise his own work and design algorithms for accomplishing it. He is principled in accepting responsibility for his decisions, and does not try to blame others if things go awry. When faced with complicated and non-standard problems he puts forward inventive ideas, and participates in their implementation. In case of failure he is able to devise remedial strategies. He helps other team members to achieve their goals and takes responsibility for the performance of the team as a whole. His work is of a consistently high quality and his personal conduct is an example for others to emulate.

Ability to achieve results

He formulates clear goals for his team and sets up his work and that of his subordinates in accordance with those goals. He evaluates his own success and the success of others in relation to the results achieved, rather than the effort expended. During discussion he ensures that everyone is aware of the time available to complete a piece of work, and always has a clear grasp of the priority to be assigned to competing tasks. In the case of a failure he analyses its causes and corrects his actions accordingly. Finally, he always finishes what he starts.

Dedication to work

His loyalty to his employer is undivided. He is also attached to his chosen fields of work, and does not suffer from the “grass is greener” syndrome. He lives to work, rather than working to live, and does not draw boundaries between business and other aspects of his life. He gives special attention to the quality of his work and tries to perfect it.


He realises the part played by leadership in the success of a team. He can take decisions for his department, but also knows how to delegate decision-making without abdicating responsibility for its outcome. He is able to use delegation as a way of motivating and developing team members.

He knows how to influence other people and even in complex situations can do so for the benefit of the team; he is also adept at formulating principles and codes of conduct for the group as a whole.

Forming the team

As already mentioned, he is good at breaking down a problem into its constituent parts, but also at selecting the right man or woman to tackle those parts. Importantly, he is able to determine the particular competencies of a candidate during an interview. He is also able to develop and supplement those skills once an applicant has joined his department, as well as motivating the applicant to express them to their fullest extent.


This manager is able accurately to evaluate his own performance and at the same time respect the performances of others. He tries to find mutually beneficial solutions to problems without losing sight of his overarching goals. He takes into account his interests and the interests of people around him, and will mobilise additional resources if they will help all parties to get what they desire. Generally, he act with integrity and is not prone to sectional conflicts and manipulation.

Breakdown of Motivations

Working in a team

This manager is a good team players in that he builds up good relations with his colleagues and encourages them to so the same with each other. He identifies with the success and failures of the team, and is happy to participate in all aspects of its operations.

Loyalty to his immediate supervisor

He accepts the authority of his supervisors, empathises with their problems and is quick to show his support for them. He values the relationship he has with his managers and communicates his appreciation of them to those outside the organisation.

Loyalty to his company

He is always positive about the company. He believes that the business that the company does is socially valuable, is proud of it for that reason. He has a good sense of what opportunities are open to the company in the future, and what part his own professional development can play in realising them. He strives constantly to align his interests with those of the company as a whole.

Breakdown of Needs

He is conscious of the need to create an emotionally satisfying working environment. In particular, he tries to form good relationships with his supervisors, colleagues and his contacts outside of his department. He also strives to achieve respect for, and recognition of, his talents. He chooses to work where he sees opportunities for personal development and the improvement of his professional skills.