Report Section
Mettl Leadership Development Report
Test Taker Details
S
Sample
Email Address: sample654@mettl.com
How to Interpret the Report?
This assessment is an initiative to help employees understand their strengths and areas of development. It intends to enable the individuals obtain a balanced assessment of their potential on a pre-defined set of competencies. It helps identify strengths and developmental needs and draw up systematic action plans to work on the developmental requirements. When interpreting the results, it is important to remember that the scores are not good or bad, only more or less appropriate to certain types of work. Since the results are based on one's own view of behaviour, the accuracy of the results depends upon both honesty and self-awareness while taking the test. This assessment measures work-relevant personality traits that might be manifested in work behaviour and therefore influence success on the job.
Use of Response Styles: The ideal response style is “Genuine” and it is recommended for further analysis. However, if any candidate’s response style displays Social Desirability, he/she needs to be considered with caution. We do not recommend candidates who display Extreme Responding/Central Tendency/Careless Responding as they indicate that the candidate has not attempted the assessments in the desired manner, and that interferes with an understanding of his/her personality since it would not evoke genuine responses from the candidate's answers. This in turn is expected to interfere with the proceeding decisions, so the candidate may be considered for a re-test. Such cases are usually not considered for a statistical/detailed analysis of scores if required further.
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).
EXECUTIVE SUMMARY
Dominant Leadership Style
Participative Leadership
Prefers to make decisions with the consensus of all subordinates. Sees oneself as a member of the team and has the ability to facilitate discussions and idea generation.
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.
Key Motivators
Affiliation/Social Contact
Looks forward to interacting with other people at work.
Affiliation/Social Contact, Power, Achievement
Strives for excellence at work and derives self-satisfaction from the accomplishment of one's goals.
Strengths
Managing Diversity
Likely to efficiently work with people from different backgrounds and treat everyone with respect.
Innovation Management
May design and implement new programs/processes by bringing in new insights to situations.
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.
Decisiveness
Learn to make good decisions by being well informed and correctly analyzing the underlying assumptions of a situation and drawing conclusions from it.
Integrity/ Honesty
Be more ethical and honest in your approach to work. Learn to follow rules regularly and develop a sense of duty.
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
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
LEADERSHIP COMPETENCIES
Leading Change:
Values shown in above chart are sten scores
1. Leading Change:
Creativity: High
Likely to be good at imagination and originality. May be willing to consider new and unconventional ideas and solutions. Likely to look at situations with a fresh and unconventional perspective. May be able to engage in brainstorming in order to come up with various ideas for a situation.
Innovation Management: High
May be able to design and implement new programs/processes by bringing in new insights to situations. May have a flexible approach to one’s work. May work towards deriving innovative solutions at the workplace. Likely to challenge existing state of functioning in order to improve upon the same.
External Awareness: High
Likely to look for opportunities to gain more knowledge and keep oneself updated about company policies and trends that may impact the organization. Likely to be diligent and 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: High
Likely to be open to changes taking place in the organization and is likely to be comfortable working with and trying out new activities and experiences. Likely to know how to effectively deal with change and adapt by being open minded and appreciative of new ideas which can contribute positively to work and working environment.
Stress Tolerance: High
Likely to deal effectively with pressure by being calm and poised and not getting discouraged by setbacks, putting sufficient effort to ensure timely and efficient completion of tasks. Likely to remain optimistic and not give up even if unsuccessful in some tasks. May be able to actively cope with workplace stress.
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.
Leading People:
Values shown in above chart are sten scores
2. Leading People:
Conflict Management: High
Is likely to be attuned to one's and others' emotions and may be capable of understanding and listening to other people's problems. Likely to help out people with their conflicts by taking their views in consideration, understanding their problem and providing solutions.
Managing Diversity: High
Likely to express positive feelings towards people from different backgrounds in terms of age, gender, religion and political views. Is likely to be comfortable working with people having different perspectives and 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.
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: 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.
Building Coalition:
Values shown in above chart are sten scores
4. Building Coalition:
Partnering: High
Is likely to be social, choosing to spend time interacting in social groups to develop professional networks and establish contacts. Is likely to be cooperative, accommodating and uninhibited with the ability to collaborate with people from different backgrounds to achieve one’s goals.
Influencing/ Negotiating: High
May effectively persuade others to take desired action. Likely to be able to identify and utilize the factors that might influence others to take a particular action. Likely to be able to convince others and has the ability to be a tactful negotiator.
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: High
Likely to be secure in one’s abilities while being aware of and recognizing one’s own strengths and limitations. Is not likely to be bothered about other’s judgments but instead works towards personal growth and development, 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.
Individual Development Plan
1. Problem Solving
Developmental Tips
• Try to identify the pros and cons of alternative courses of action.
• When solving problems, try to brainstorm and look at a problem through various perspectives.
• Be solution-oriented and display resourcefulness when dealing with an obstacle or problem.
• Think creatively - which requires looking at a problem from all the directions and not just relying on a single aspect of the mind.
Suggested Activities/ Tasks
• Select an issue that you are interested in resolving. Describe the problem in a statement; identify the key factors in the problem from your perspective and that of others. Identify and note down any immediate steps you could take on your own to help resolve the problem.
• When faced with a new or difficult problem, think through the chain of causes leading to the problem. Write down or draw a diagram outlining the chain of events. Break it down into its component parts. Review the causes to see where prevention might be most effective.
• Spend some time brainstorming to generate a number of ideas or solutions. Discuss the problem with others and involve them in the brainstorming activity. Generate a long list of ideas or solutions first. Don’t evaluate their merit until you’ve generated multiple ideas.
• Create new synaptic connections. Learn to connect the unknown facts to the known ones to make a quick understanding of the new concepts. As these connections build on each other, your general neural activity increases thus creating individual differences in intelligence.
Suggested Books/ Readings
• Breakthrough Thinking: The Seven Principles of Creative Problem Solving by Gerald Nadler. This book presents some novel ideas on how to approach problems based on the thought processes of great thinkers.
• The Smart Solution Book: 68 Tools for Brainstorming, Problem Solving and Decision Making by David Cotton. This book has a comprehensive collection of tools, games and brainstorming techniques to solve problems efficiently.
Suggested Movies/ Videos
• The video Idea Generation. It demonstrates the concept of idea generation as a simple, powerful tool to capture ideas for innovative solutions.
• The movie Apollo 13. It tells the story of the ill-fated moon landing mission, and how the crew and NASA overcame a series of problems to help the astronauts return safely to earth.
Individual Development Plan
2. Decisiveness
Developmental Tips
• Evaluate a range of information, based on visible evidence, and make sure that your team follows a similar approach.
• Analyse statements/issues logically and come up with appropriate solutions.
• Work on putting across your point of view appropriately in a coherent and logical manner.
• Identify the weaknesses and the strong points of the information given.
Suggested Activities/ Tasks
• Gather data. Gather sufficient information to understand the probability and benefits of success, and the consequences of failure, and take calculated risks basis the same. Also, make sure that your team members follow a similar approach.
• Do a SWOT analysis. Evaluate the strengths, weaknesses, opportunities, and threats of any situation when facing a dilemma, to make the proper decision.
• Use multiple approaches to collect new ideas. Get input from direct reports, employees, customers, and stakeholders and evaluate the viability of the ideas and their impact on the organization. Take the top two or three ideas that make sense for the organization and develop a plan for implementation.
• Don’t jump to conclusions directly. The first rule is to start with evaluating the information. Take all the time you need to think and reflect about an array of things. Make it a point to think about things instead of making quick and rash decisions. Identify what implications there might be to the information provided.
Suggested Books/ Readings
• Making Better Business Decisions by Steve Williams. This book will help you analyse options more clearly and creatively; reduce decision time; recognize and focus on priority decisions; and understand why and how others make the decisions they do.
• • Think Critically by Peter Facione and Carol Ann Gittens. This book will help you in developing critical thinking skills for solving problems and taking important decisions.
Suggested Movies/ Videos
• The movie 12 Angry Men. The movie is about a murder trial. Eleven jurors are convinced that the defendant is guilty of murder. The twelfth has no doubt of his innocence. The movie builds on logic and shows how one jury member tries to change the mind of the other 11 by making them reconsider the evidence.
• The movie Jobs by Joshua Michael Stern. This movie highlights how Steve Jobs and his friend Steve Wozniak co-founded Apple Inc.
Individual Development Plan
3. Integrity/ Honesty
Developmental Tips
• Try to perform actions which are consistent with your values and beliefs, and encourage your team members to do the same.
• Try to always do the right thing irrespective of the consequences to yourself.
• Be honest and transparent in your actions.
• Share information in an open and straightforward manner, and avoid hiding critical details.
Suggested Activities/ Tasks
• Spend some time exploring the values and principles that you feel most strongly about. Write down the most important ones and examine whether your behaviour is consistent with these values.
• Be transparent. Share relevant information with people in an open and transparent manner and make sure that whatever you do is done in a fair and honest manner.
• Stand up for what you think is right. Stand up for the right thing, even when it is against the popular opinion. Adhere to a moral and ethical code, even when the consequences do not seem to be in your favour, and encourage your team to do the same.
Suggested Books/ Readings
• The Power of Ethical Persuasion by Tom Rusk. The author applies the ethical principals of respect, understanding, caring and fairness at workplace.
• The Power of Ethical Management by Kenneth Blanchard and Norman Pearle. This book offers tools for building a caring, ethical environment inside any organization.
Suggested Movies/ Videos
• The movie To Kill a Mockingbird. It demonstrates how people can act with integrity despite social pressures.
• The movie The Killing Fields. The movie shows the importance of acting with integrity in the face of extraordinary odds.
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 - Drawing Conclusions of the test
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Finished the test