Report Section
Mettl Leadership Assessment - Arabic
Test Taker Details
S
Sample
عنوان البريد الإلكتروني: sample.report@mettl.com
How to Interpret the Report?
Response Style
Response Style Genuine
Explanation of Response Style:
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’.
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.
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).
Recommendation for the Role
Cautiously Recommended
Dominant Leadership Style
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.
Directive Leadership
Has a tendency to direct one's sub-ordinates with regard to their responsibilities and take full charge of planning and execution of tasks.
Key Motivators
Affiliation/Social Contact
Looks forward to interacting with other people at work.
Power, Achievement
Accepts a leadership role at work, taking responsibilities, making decisions and being in-charge of the tasks at hand.
Strengths
None
Areas of Development
Problem Solving
Needs to learn to identify problems accurately and try out various solutions to achieve the best outcome.
Stress Tolerance
Needs to develop an optimistic and resilient attitude.
Decisiveness
Learn to make good decisions by being well informed and correctly analyzing the underlying assumptions of a situation and drawing conclusions from it.
Dominant Leadership Styles
1
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
Dominant Leadership Styles
2
Directive Leadership
Such a leader has the tendency to direct sub-ordinates and maintain full responsibility for planning and execution of tasks, in line with own perception of priorities. One also specifies the standard of work required and deadlines to be met. Not very likely to encourage advice or suggestions.
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: Low
Likely to get frustrated in difficult situations and get discouraged by setbacks, not putting effort to ensure timely and efficient completion of tasks. Not likely to remain optimistic and may give up if unsuccessful in some tasks. May not be able to actively cope with workplace stress all the time and may 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: Moderate
Is moderately likely to contribute in encouraging and developing team members’ ability by providing occasional feedback and suggestions. May be somewhat able to lead and coordinate a team effectively. May at times be comfortable during social interactions, providing team members with adequate opportunities to learn.
Team Building: Moderate
Likely to sometimes understand and appreciate individual differences among team members and may occasionally adjust one's work style accordingly. Somewhat likely to accurately assess and utilize the strengths of all the team members while completing a task. May be moderately able to coordinate and cooperate with a team productively.
LEADERSHIP COMPETENCIES
Result Driven:
Values shown in above chart are sten scores
3. Result Driven:
Accountability: Moderate
Moderately likely to be methodical, systematic and organized when carrying out tasks. May occasionally hold self and others accountable for high quality and cost-effective results. Is likely to be somewhat self-disciplined and motivated in one’s approach to work; occasionally determines objectives, sets priorities and follows through one’s plan to effectively complete tasks. Likely to have an adequate sense of duty and comply with established systems and rules.
Decisiveness: Low
Not likely to always be effective at making well informed, effective and timely decisions as may not always be able to clearly understand and define the problem/situation, analyze the underlying assumptions of a situation, evaluate the available evidence and draw 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: Moderate
Moderately likely to be capable of identifying and understanding the dynamics of the organization as is likely to be somewhat amiable and occasionally enjoy working and interacting with people. Not likely to be seen as being somewhat sociable, sympathetic and honest, willing to lend an ear to others as well as share one’s own ideas with others. May occasionally work efficiently with others as is likely to be somewhat accepting and trusting.
