| Title | Short Description |
| Campbell Leadership Descriptor | This self-assessment tool is designed to help individuals identify characteristics
for successful leadership, recognize their strengths and identify areas
for improvement. |
| Campbell Leadership Index | Campbell Leadership Index (CLI) Provides feedback to an individual about personal characteristics that are directly related to the nature and demands of leadership. The survey quantifies the perceptions of the individual leader and selected observers, such as direct reports, peers and managers.
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| Center for Creative Leadership Assessment Suite | The Center for Creative Leadership (CCL) Assessment Suite systematically collects opinions about a manager's performance from peers, direct reports, the boss, the boss's peers, or people outside the organization. The tool includes four research-based 360-degree instruments with a consistent reporting format to help organizations create a common leadership language and consistent feedback process at multiple levels through the company.
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| Developing Transportation Agency Leaders: A Synthesis of Highway Practice | The report focuses on leadership development approaches in state Departments of Transportation (DOTs). It reports on retirement, retention and succession planning efforts in DOTs to develop and maintain effective leaders. |
| Discovery 360° Series | Discovery Learning's Discovery 360 Series™ is a series of 360° leadership assessments developed for general business managers, Educators, Public Health managers and Public Sector managers. These tools help to identify perception gaps between self and others, create a plan for addressing leadership development needs, track progress, and assess the specific competencies required in your business sector. Discovery Leadership Profile™: A 360° leadership assessment tool providing leaders and managers with feedback on how their specific management practices are perceived by others. |
| Executive Core Qualifications | The Executive Core Qualifications describe the leadership skills needed to succeed in career and non-career senior executive positions in the federal government. They also reinforce the concept of a senior executive corporate culture. |
| Growing the New Business Leader | This report provides models for succession planning to develop leaders who can address changing business needs. |
| Human Capital Flexibilities for the 21st Century | The National Aeronautics and Space Administration (NASA) set out to attract, retain, and develop its employees in a number of ways. One of these methods was to acquire human capital flexibilities through the NASA Flexibility Act of 2004. Based on reports from the Columbia Accident Investigation Board, NASA also intensified its focus on leadership development. To assist with these transformation efforts focusing on career and leadership development, Congress and NASA charged the National Academy of Public Administration (NAPA) with conducting an independent review of NASA's implementation of its newly acquired human capital flexibilities. NAPA was also to assess the agency's revised leadership framework and strategy and to suggest potential flexibilities. This report is the result of NAPA's review. |
| Influence Strategies Exercise | The Influence Strategies Exercise (ISE) helps participants identify and develop their influencing techniques. It helps individuals identify the strategies they tend to use, evaluate their effectiveness, and stretch their ability to impact others. |
| Job Challenge Profile | This self-assessment tool from the Center for Creative Leadership is designed for managers and executives to help them understand and use their job assignments as opportunities to develop valuable skills. |
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