About MASTER 120™
Go beyond leadership style—understand how you lead and what to develop next.
MASTER 120™ belongs to the wider MASTER Leadership Assessment Framework™. It is designed to move beyond a broad leadership-identity profile and examine how leadership may be expressed through behaviour, capability, relationships, decisions and development.
What It Explores
A human-centred map of your leadership
- Leadership identity
- Seven MASTER leadership dimensions
- Dominant and supporting orientations
- Selected communication tendencies
- Selected Emotional Intelligence tendencies
- Selected resilience tendencies
- Strengths
- Potential risks and overextensions
- Initial development priorities
The MASTER Perspective™
The MASTER Perspective™ treats leadership as a dynamic set of tendencies whose meaning depends on:
A score is evidence about a response tendency. It is not a complete definition of the person.
Interpretation should therefore move through four questions:
- 1What tendency is visible?
- 2What might that tendency mean?
- 3Under what conditions may it be helpful or limiting?
- 4What development may increase range and intentionality?
This interpretation logic is part of the current MASTER 120 manual.
One Framework, Three Levels of Depth
MASTER 88™ — Discover
Who am I as a leader?
An initial orientation to leadership identity and the seven MASTER dimensions.
MASTER 120™ — Develop
Who am I? How do I lead? What should I develop?
A deeper profile of leadership identity, capability, maturity and intentional development.
MASTER PRO 242™ — Lead at Scale
How does my leadership influence people, systems and organisational outcomes?
The organisational and systems-level assessment within the MASTER ecosystem.
Your profile is a hypothesis to test
Use the report to:
- identify tendencies that feel recognisable
- explore results that create curiosity
- test interpretations against real situations
- seek feedback from people who experience your leadership
- translate insight into observable practice
- review whether change is visible over time
Do not use the report to:
- reduce yourself to one leadership type
- compare your worth with other leaders
- assume that every high score is automatically beneficial
- treat a less-expressed dimension as a permanent deficit
- replace judgement, feedback or organisational evidence