Report Section
Mettl Leadership Assessment - old
Test Taker Details
S
Sample
Email Address: sample.report@mettl.com
How to Interpret the Report?
Response Style
Response Style Extreme Responding
Explanation of Response Style:
Extreme Responding
If more than 75% of the questions are answered in a manner that indicates that an individual agrees with the statements at the lower and higher end consistently.
Genuine
No concerns or red flags just based on response style of candidate
Social Desirability
If more than 75% of the questions are answered in a manner that indicates an attempt to appear in a falsely positive light or seem ‘socially desirable’.
Central Tendency
If the middle response (‘neutral’) is selected more than 30% of the time.
Careless Responding
If more than 95% of the responses selected are from the same direction (i.e. if the candidate selected ‘most like me’ or ‘like me’ from the right-side statement or from the left-side statement alone).
EXECUTIVE SUMMARY
Recommendation for the Role
Cautiously Recommended
Dominant Leadership Style
Delegative Leadership
Believes in the delegation of tasks and responsibilities. Trusts the abilities of one's team members and allows them to take their own course of action, once tasks have been assigned.
Participative Leadership
Prefers to make decisions with the consensus of all sub-ordinates. Sees oneself as a member of the team and has the ability to facilitate discussions and idea generation.
Key Motivators
Affiliation/Social Contact, Power, Achievement
Strives for excellence at work and derives self-satisfaction from the accomplishment of one's goals.
Affiliation/Social Contact
Looks forward to interacting with other people at work.
Strengths
Decisiveness
Likely to be a good decision maker.
Developing People
Is likely to encourage and develop team members by being supportive and providing continuous constructive feedback on their performance and giving them opportunities to grow.
Team Building
Likely to be a cooperative team worker.
Areas of Development
Problem Solving
Needs to learn to identify problems accurately and try out various solutions to achieve the best outcome.
Innovation Management
Learn to design and implement new programs/processes more often by bringing in new insights to situations.
External Awareness
Learn to be more well informed and keep oneself updated with the external environment and how it can impact your organization.
Dominant Leadership Styles
1
Delegative Leadership
Such a leader believes in delegation of tasks and responsibilities, trusts the abilities of the team members and allows them to take their own course of action, once tasks have been assigned. One also takes responsibility for the decisions that are made and makes oneself available for consultation and feedback.
Advantages
Disadvantages
Suitable Leading Style when
Role in the Team
Motivated by
Dominant Leadership Styles
2
Participative Leadership
Such a leader prefers to make decisions with the consensus of all sub-ordinates and sees oneself as a member of the team and has the ability to facilitate discussions and idea generation.
Advantages
Disadvantages
Suitable Leading Style when
Role in the Team
Motivated by
LEADERSHIP COMPETENCIES
Leading Change:
Values shown in above chart are sten scores
1. Leading Change:
Creativity: Moderate
Likely to be somewhat good at imagination and originality. May at times be willing to consider new and unconventional ideas and solutions. Somewhat likely to look at situations with a fresh and unconventional perspective. May sometimes be able to engage in brainstorming in order to come up with various ideas for a situation.
Innovation Management: Moderate
May have a moderate ability to design and implement new programs/processes by bringing in new insights to situations. May at times have a flexible approach to one’s work. May occasionally work towards deriving innovative solutions at the workplace. Moderately likely to challenge existing state of functioning in order to improve upon the same.
External Awareness: Moderate
Moderately likely to look for opportunities to gain more knowledge and keep oneself somewhat updated about company policies and trends that may impact the organization. Likely to be somewhat diligent and may occasionally keep attention focused on the external market to understand how it can affect the organization as well as the organization’s impact on the environment.
Openness to change: Moderate
Moderately likely to be open to changes taking place in the organization and is likely to be somewhat comfortable working with and trying out new activities and experiences. May occasionally be able to effectively deal with change and can adapt reasonably well by being open minded and appreciative of new ideas which can contribute positively to work and working environment.
Stress Tolerance: Moderate
Somewhat likely to be able to deal with pressure by being calm and poised and not getting discouraged by setbacks, may try to put effort to ensure timely and efficient completion of tasks. May at times remain optimistic and not give up even if unsuccessful in some tasks. May not always be able to cope with workplace stress and sometimes become passive when faced with it.
Strategic Thinking: Moderate
Likely to be somewhat systematic and meticulous in one's work, occasionally scheduling work activities, organizing tasks and formulating objectives and priorities. May at times have a deliberate approach to one’s work, occasionally thinking through one’s actions and implementing plans for the organization’s growth with confidence.
Vision: Moderate
Moderately likely to be capable of working with others and building a shared vision about the organization’s growth and progress. Is somewhat flexible and positive, with an adequate ability to influence and direct others to perform appropriately in order to achieve the vision.
LEADERSHIP COMPETENCIES
Leading People:
Values shown in above chart are sten scores
2. Leading People:
Conflict Management: Moderate
Is moderately likely to be attuned to one's and others' emotions and may be somewhat capable of understanding and listening to other people's problems. May occasionally help out people with their conflicts by taking their views in consideration, understanding their problem and providing solutions.
Managing Diversity: Moderate
Moderately likely to express positive feelings towards people from different backgrounds in terms of age, gender, religion and political views. Is likely to be somewhat comfortable working with people having different perspectives and may on occasion foster an inclusive workplace where individual differences are respected and valued.
Developing People: High
Is likely to contribute in encouraging and developing team members’ ability by providing continuous feedback and suggestions. Has the ability to lead and coordinate a team effectively. Likely to be comfortable during social interactions, providing team members with sufficient opportunities to learn.
Team Building: High
Likely to have an ability to understand and appreciate individual differences among team members and likely to adjust one's work style accordingly. Likely to accurately assess and utilize the strengths of all the team members while completing a task. Likely to have an ability to coordinate and cooperate with a team productively.
LEADERSHIP COMPETENCIES
Result Driven:
Values shown in above chart are sten scores
3. Result Driven:
Accountability: High
Likely to be methodical, systematic and organized when carrying out tasks. Likely to hold self and others accountable for high quality and cost-effective results. Likely to be self-disciplined and motivated in one’s approach to work; determines objectives, sets priorities and follows through one’s plan to effectively complete tasks. Likely to have a strong sense of duty and comply with established systems and rules.
Decisiveness: High
Likely to be skilled at making well informed, effective and timely decisions by clearly understanding and defining the problem/situation, analyzing the underlying assumptions of a situation, carefully evaluating the available evidence and drawing logical conclusions from it to reach an appropriate decision.
Problem Solving: Low
Not likely to be skilled at always solving problems, as may not always be able to identify and understand patterns and relationships amongst events, situations and apply this knowledge to strategically solve work-related problems.
LEADERSHIP COMPETENCIES
Building Coalition:
Values shown in above chart are sten scores
4. Building Coalition:
Partnering: Moderate
Is likely to be somewhat social, occasionally choosing to spend time interacting in social groups to develop professional networks and establish contacts. Likely to be somewhat cooperative, accommodating and uninhibited with a moderate ability to collaborate with people from different backgrounds to achieve one’s goals.
Influencing/ Negotiating: Moderate
May occasionally persuade others to take desired action. May sometimes be able to identify and utilize the factors that might influence others to take a particular action. Somewhat likely to be able to convince others and has a moderate ability to be a tactful negotiator.
LEADERSHIP COMPETENCIES
Basic Competencies:
Values shown in above chart are sten scores
5. Basic Competencies:
Integrity/ Honesty: Moderate
Moderately likely to behave in an honest and ethical manner by strictly adhering to moral and ethical codes while working. Is likely to be somewhat sincere and can occasionally be relied upon to carry out assignments efficiently.
Open to Learning: Moderate
Moderately likely to be secure in one’s abilities while being somewhat aware of and recognizing one’s own strengths and limitations. May not always be bothered about other’s judgments and may instead work towards personal growth and development occasionally putting in high degree of effort to improve oneself and learn and acquire more knowledge.
Interpersonal Skills: High
Likely to be capable of identifying and understanding the dynamics of the organization as is likely to be amiable and enjoy working and interacting with people. Is seen as being sociable, sympathetic and honest, willing to lend an ear to others as well as share one’s own ideas with others. May work efficiently with others as is accepting and trusting.
Test Log
Test Log
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Started the test with Personality Inventory
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Finished Personality Inventory and started Critical Thinking of the test
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Finished Critical Thinking and started Abstract Reasoning of the test
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Finished the test