1. Leadership in a New and Changing World Following are the results of an unscientific survey conducted by Bill Catlette, Richard Hadden, and Meredith Kimball, as part of the research for their new book, Rebooting Leadership. A total of 258 responses were received for this online survey. The survey questions and results are copyrighted 2009 by Bill Catlette, Richard Hadden, and Meredith Kimball. Please get permission to use. ContentedCows.com (c) 2009

2. Survey - Leadership in a New and Changing World: I work as a: I work as a: Senior (C-level leader)24 (9 %) Director/Senior manager76 (30 %) Middle or Front Line manager90 (35 %) Staff49 (19 %) External contributor/consultant18 (7 %)

3. Survey - Leadership in a New and Changing World: We wouldn't dare ask your age :-) so how about your generational cohort? I am a: We wouldn't dare ask your age :-) so how about your generational cohort? I am a: Pre-boomer: (born 1920-1945)8 (3 %) Baby-Boomer (born 1946-1964)167 (65 %) Gen X (born 1965-1980)73 (28 %) Gen Y/Millennial (born 1981-2000)9 (4 %)

4. Survey - Leadership in a New and Changing World: On a 1 (Very Insignificant) to 5 (Very Significant) scale... In our new and changing world, how s... On a 1 (Very Insignificant) to 5 (Very Significant) scale... In our new and changing world, how significant will the following factors be in driving new behavior from front line leaders and managers? PLEASE NOTE: Throughout this survey, (1) means very INsignificant (the low end of the scale), and (5) means very SIGNIFICANT. Very Insignificant234Very Significant Erosion of institutional trust1 (0 %)11 (4 %)34 (13 %)99 (39 %)112 (44 %) ­­­Changing social contracts between employees and organizations 0 (0 %)18 (7 %)62 (24 %)108 (42 %)68 (27 %) Acceleration of boom and bust cycles 1 (0 %)36 (14 %)87 (34 %)92 (36 %)41 (16 %) Blurring of boundaries, e.g., between home/social and work, across companies, across locations 3 (1 %)27 (11 %)57 (22 %)107 (42 %)61 (24 %) Global interdependence4 (2 %)43 (17 %)77 (30 %)83 (32 %)49 (19 %) Social networking2 (1 %)24 (9 %)66 (26 %)101 (39 %)63 (25 %) Search for meaning and vision 1 (0 %)11 (4 %)52 (20 %)116 (46 %)74 (29 %) Sustainability concerns1 (0 %)18 (7 %)49 (19 %)98 (38 %)89 (35 %) Technology3 (1 %)7 (3 %)33 (13 %)80 (31 %)133 (52 %)

5. Given the challenges posed by economic, social, and competitive forces, how important are the following leadership practices to the success of front-line supervisors and managers (Levels 1 and 2) over the next 10 years? Please use the same 1 (Very Insignificant) to 5 (Very Significant) scale Very Insignificant234Very Significant Sorting through increasing amounts of information effectively – distinguishing the important from the unimportant 0 (0 %)3 (1 %)16 (6 %)123 (48 %)114 (45 %) Rekindling trust & integrity (both internally and externally) 0 (0 %)2 (1 %)11 (4 %)71 (28 %)171 (67 %) Staying nimble and adapting to often unpredictable changes 0 (0 %)2 (1 %)15 (6 %)108 (42 %)131 (51 %) Mastering the traditional basics of managing – planning, implementing, delegating, monitoringand reviewing performance, controlling risk 0 (0 %)7 (3 %)48 (19 %)104 (41 %)97 (38 %) Interacting productively with an increasingly mobile, diverse, and unplugged workforceBeing truthful – raising issues and opportunities to senior leaders, peers, subordinates 0 (0 %)2 (1 %)29 (11 %)105 (41 %)120 (47 %) Thinking strategically – exploring issues broadly, across traditional boundaries, and with a long(er)- term focus 0 (0 %)5 (2 %)26 (10 %)108 (42 %)117 (46 %) Coaching for improved performance 0 (0 %) 34 (13 %)104 (41 %)115 (45 %) Doing everything faster and staying effectiveat the same time 0 (0 %)8 (3 %)63 (25 %)116 (45 %)69 (27 %) Recruiting1 (0 %)14 (5 %)74 (29 %)97 (38 %)69 (27 %) Building alliances0 (0 %)7 (3 %)67 (26 %)107 (42 %)73 (29 %) Using disagreements and conflicts constructively 1 (0 %)9 (4 %)55 (22 %)131 (51 %)59 (23 %) Saying and handling goodbyes in ways that sustain goodwill and business productivity 2 (1 %)18 (7 %)81 (32 %)112 (44 %)43 (17 %) Failing effectively2 (1 %)13 (5 %)76 (30 %)116 (46 %)47 (19 %) Influencing0 (0 %)7 (3 %)44 (17 %)116 (45 %)89 (35 %) Mastering technology0 (0 %)5 (2 %)47 (18 %)106 (41 %)98 (38 %) Mastering social networking2 (1 %)15 (6 %)66 (26 %)104 (41 %)67 (26 %) Innovating0 (0 %)4 (2 %)29 (12 %)104 (42 %)113 (45 %) Demonstrating personal awareness and self reflection 2 (1 %)10 (4 %)46 (18 %)116 (45 %)81 (32 %) Working across cultures and generations effectively 1 (0 %)0 (0 %)22 (9 %)110 (43 %)122 (48 %)

6. Survey - Leadership in a New and Changing World: If you could invest in leadership development for only one (1) of the following groups, which wou... If you could invest in leadership development for only one (1) of the following groups, which would yield the most valuable impact on your business? Senior leaders29 (11 %) Directors/Senior Managers41 (16 %) Middle Managers40 (16 %) Frontline Managers110 (43 %) New Managers37 (14 %)

7. Survey - Leadership in a New and Changing World: Relative to investments you could make in leadership development at other levels, to what degree... Relative to investments you could make in leadership development at other levels, to what degree will investment in the learning and development of front line managers impact your business outcomes over the next decade? Very Insignificant0 (0 %) 23 (1 %) 330 (12 %) 4115 (45 %) Very Significant109 (42 %)