Assessment · for leaders
When to trust AI, when to question it, and how to keep the team thinking.
A self-diagnostic for leaders whose teams now work alongside AI. It looks at six leadership capabilities and, through six realistic scenarios, at how often sound AI advice is taken and unsound advice is resisted.
You receive
Six capabilities that decide whether AI makes a leader's team sharper or more dependent.
Relying on AI in proportion to how reliable it is for the task in hand: neither trusting fluent output too easily nor dismissing it by reflex.
Deciding deliberately what to hand to AI and what to keep effortful, so important skills do not fade and junior people are not quietly de-skilled.
Standing behind an AI-influenced decision: knowing its evidence and assumptions, and pausing or escalating when a key claim cannot be tested.
Using AI to deepen thinking rather than shortcut it: forming a view first, breaking a question into parts, and testing what an answer leaves open.
Protecting candour, attention and meaning as work becomes machine-mediated, so people are still heard, supported and recognised.
Keeping different perspectives alive as AI pulls work towards one answer, and keeping it safe to challenge both the machine and the majority.
Four capabilities are scored on how often the leader reports the behaviour. Calibrated Trust and Cognitive Load Governance are different: each statement asks whether the current amount is too little, about right or too much for the leader’s own context. The report gives two separate numbers for each: how far the leader sits from what the context needs, and which way the gap runs.
In six workplace scenarios the leader makes a call, sees an AI recommendation, and decides whether to change it. Sometimes the AI is right and sometimes it is not. The report shows how often sound advice was used and how often unsound advice was resisted. With six scenarios these are rough individual signals, more useful for discussion and for spotting group tendencies than for judging one person.
Taken at the start, it helps each leader choose the sessions most useful to them, and gives a baseline for a voluntary re-check.
Managers whose teams already use AI tools daily, and who need to know whether the team is relying on them wisely.
A coach edition supports one-to-one conversations, and a cohort report shows patterns across a whole leadership group.
Rigour
This is a developmental diagnostic, not a validated psychometric instrument. It must never be used for selection, promotion, pay, succession, performance management or any other employment decision. Results are for guiding development choices and voluntary re-measurement only.
AI Leadership Diagnostic