Report Section
Mettl Leadership Development Assessment -
Test Taker Details
e
emerit128
Email Address: abc@mettl.com
Response Style
Response Style Genuine
Explanation of Response Style:
Genuine
If questions are answered in a sufficiently varied manner.
Social Desirability
If questions are answered in a socially desirable manner for more than 60% of the questions.
Central Tendency
If more than 60% of the questions are answered as ‘neither agree nor disagree’.
Acquiescence
If questions are answered in a ‘strongly agree’ or ‘agree’ manner for more than 60% of the questions.
EXECUTIVE SUMMARY
Dominant Leadership Style
Delegative Leadership
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.
Negotiative Leadership
Has a political approach to work and takes decisions based on personal interests. Capable of identifying others’ needs and using them as a basis for negotiations.
Key Motivators
Affiliation/Social Contact, Power, Achievement
Interacting with other people at work; accepting a leadership role, taking responsibilities, making decisions and being in-charge of the tasks at hand; striving for excellence at work and deriving self-satisfaction on accomplishment
Money/Incentives, Competition/Challenge, Power
Materialistic gains and rewards; opportunities to compete with others to prove oneself as the best among one's peers
Red Flags
None
Strengths
Creativity
Highly imaginative and receptive to unconventional ideas at work.
Stress Tolerance
Is highly optimistic and resilient and can cope well in stressful times.
Innovation Management
Is innovative and works towards deriving new and creative solutions at the workplace.
Areas of Development
Strategic Thinking
Be efficient and organized in one's work, develop confidence to effectively formulate objectives and implement plans for organization's growth and development.
Integrity/ Honesty
Be ethical and honest in your approach to work. Learn to follow rules and regulations.
Accountability
Learn to be self motivated and disciplined in one's approach to work, focusing on achieving high quality results.
DOMINANT LEADERSHIP STYLE
1
Delegative Leadership
You believe in delegation of tasks and responsibilities. You trust the abilities of the team members and allow them to take their own course of action, once tasks have been assigned. You also hold yourself responsible for the decisions that are made and are available for consultation and feedback.
You contribute by
• Fostering creativity, and personal responsibility.
• Increasing job satisfaction in self-motivated employees.
• Boosting morale and increasing productivity in the right circumstances.
Suitable Leading Style when
• Leading a highly capable and motivated team.
• Working in a large organization.
• Team members have more technical knowledge than the leader.
Leadership Implications
Your influence in the organization's culture
• Heightened sense of responsibility and personal accountability.
• Freedom at the job leads to creativity and innovation at work.
• Employees/team members feel important which boosts the morale which further leads to feeling happy at work.
Can maximize effectiveness by
• Offering others' detailed blueprint of what is desired so that the task is done accurately and at the same time being approachable.
• Screening projects rather than delegating all of them to the members who may not be able to accomplish them well.
• Understanding that personal connections, friendship and bond strengthens and help people on the task.
Challenges
• Undemocratic process, may not involve consultation.
• Decreased productivity with unmotivated and insincere employees.
• Some employees may take advantage in your absence and avoid getting crucial tasks completed.
Role in the team
You may get put off by team members who
• Continue to discuss an issue after clarity has been reached.
• Lack commitment to individual goals of team members.
• Have a casual attitude towards deadlines and dates.
You may put off team by
• Delegating tasks which members may not have skills or expertise to carry out as expected.
• Not always checking or providing feedback from time to time on each member's progress on an assignment/task.
• Soemtimes impatient with the speed at which others handle a crisis.
DOMINANT LEADERSHIP STYLE
2
Negotiative Leadership
Have a political approach to work and take decisions based on personal interests. Capable of identifying others’ needs and using them as a basis for negotiations. Using incentives to make deals with sub-ordinates in order to get the work done.
You contribute by
• Using your well-developed self-image management skills.
• Solving conflicts mostly with persuasive arguments in mutually beneficial way.
• Using incentives and rewards to encourage a suitable behaviour.
Suitable Leading Style when
• Completion of tasks requires persuasive and influential techniques.
• Employees also tend to be negotiative.
• Pitching for a political campaign.
Leadership Implications
Your influence in the organization's culture
• The members are more competitive than cooperative.
• There can be chances of interpersonal conflicts among the team members as everyone looks out for themselves and no one looks out for the benefit of the organization.
• The work environment is stressed, some members may feel the need to compromise all the time while others enjoy the dominating role in the team.
Can maximize effectiveness by
• Developing patience, tolerance and appreciation for those who use nontraditional methods.
• Understanding that not everyone works for money or materialistic gains and that some people are idealistic in nature who will not follow the orders blindly.
• Being more open to possibilities and alternatives.
Challenges
• Individual’s goals and agendas can replace those of the organization.
• Employees may sometimes feel isolated and dejected.
• Employees may face a biased treatment especially the ones who have a different take on projects than what the leader has.
Role in the team
You may get put off by team members who
• Insist on defining the problems in very relatively terms.
• Fail to acknowledge practical, logical aspects of the idea or deal or task.
• Becoming too attached to their ideals which might not be important for others in the team.
You may put off team by
• Overpowering and controlling others.
• Being too confident in your own decisions.
• Dominating others in a desire to implement a course of action.
NOT YOUR STYLE
None
LEADERSHIP COMPETENCIES
Leading Change:
Values shown in above chart are percentiles
1. Leading Change:
Creativity: Very High
Likely to be very high on imagination and originality, adding new dimensions to one's work. Is very willing to consider new and unconventional ideas and solutions.
Innovation Management: High
Has the ability to design and implement new programs/processes by being creative and bringing in new insights to situations. Is likely to have a flexible approach to one’s work, constantly working towards deriving innovative solutions.
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. Is somewhat diligent and on occasion may 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 comfortable working with and trying out new activities and experiences. Knows how to effectively deal with change and can adapt by being open minded and appreciative of new ideas which can contribute positively to work and working environment.
Stress Tolerance: Very High
Likely to deal in a highly effective manner with pressure by being calm and poised & not getting discouraged by setbacks in adverse situations, working hard to ensure timely and efficient completion of tasks. Likely to always remain optimistic and never give up even if unsuccessful in some deals. Can efficiently and actively cope with workplace stress.
Strategic Thinking: Low
Not likely to be very systematic and meticulous in one's work, rarely engaging in scheduling of work activities, organization of tasks and formulation of objectives and priorities. Not likely to always have a methodical approach to one’s work, seldom thinking through one’s actions carefully or implementing plans for the organization’s growth with confidence.
Vision: Moderate
Moderately likely to be capable of working with others and build 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 percentiles
2. Leading People:
Conflict Management: Low
Is not very likely to be attuned to one's and others' emotions and is not very capable of understanding and listening to other people's problems. May not always actively 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 comfortable working with people having different perspectives and fosters 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: Moderate
Has a moderate ability to 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. Is moderately able to coordinate and cooperate with a team productively.
LEADERSHIP COMPETENCIES
Result Driven:
Values shown in above chart are percentiles
3. Result Driven:
Accountability: Low
Not very likely to be methodical, systematic and organized when carrying out tasks. Rarely holds self and others accountable for high quality and cost-effective results. Not highly self-disciplined and motivated in one’s approach to work; seldom determines objectives, sets priorities and follows through one’s plan to effectively complete tasks. May not always have a strong sense of duty and may not always comply with established systems and rules.
Decisiveness: Moderate
Likely to be moderately skilled at making well informed, effective and timely decisions by occasionally being 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: Moderate
Likely to be moderately skilled at solving problems by being able to identify and understand patterns and relationships amongst events, situations and applying this knowledge to strategically solve work-related problems.
LEADERSHIP COMPETENCIES
Building Coalitions:
Values shown in above chart are percentiles
4. Building Coalitions:
Partnering: Moderate
Is likely to be moderately social, occasionally choosing to spend time interacting in social groups to develop professional networks and establish contacts. Is somewhat cooperative, accommodating and uninhibited with a moderate ability to collaborate with people from different backgrounds to achieve one’s goals.
Influencing/ Negotiating: Low
Likely to be somewhat unable to effectively persuade others to take desired action. May not be able to identify and utilize the factors that might influence others to take a particular action. Not very likely to be able to convince others or be a tactful negotiator.
LEADERSHIP COMPETENCIES
Basic Competencies:
Values shown in above chart are percentiles
5. Basic Competencies:
Integrity/ Honesty: Low
Not very likely to behave in an honest and ethical manner by strictly adhering to moral and ethical codes while working. Might not be very sincere and may rarely 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: Moderate
Moderately likely to be capable of identifying and understanding the dynamics of the organization as is somewhat amiable and occasionally enjoys working and interacting with people. Is 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. Can occasionally work efficiently with others as is somewhat accepting and trusting.
Strengths
1
Creativity
You are imaginative and receptive to unconventional ideas at work and offer unique and different solutions.
Culture/Environment Fit
Maximize/Leverage the Strength
• Should take up positions where you can use your imagination and creative ideas.
• Partner with people who are strategic and analytical in nature so that a quality final product/service is generated.
Use the Strength Wisely
• Be aware of what you want to achieve, integrate career goals with personal goals, so that you have something to work towards.
• Think about what is important to you. Think about your beliefs, things you hate, people you look up to, or people you love. These thoughts will get your creative juices flowing.
Competitive advantage of the strength
• You seek multiple options. You are not satisfied with one solution. Once the team has a good idea, you encourage them to look for another, and then another.
• You give yourself and the team the opportunity to choose the best from several options.
Strengths
2
Stress Tolerance
You help members deal with stress by being positive and optimistic. You do not react and get stressed very easily and instead, have a calm and composed attitude.
Culture/Environment Fit
Maximize/Leverage the Strength
• Should constantly engage in activities which one finds relaxing like exercising, socializing and so on to keep one refreshed and counter the negative effects of stress.
• Should gather more knowledge about stress busting techniques and share them internally, with colleagues and team members so that an environment of positivity and happiness in created.
Use the Strength Wisely
• Be more aware and sensitive to others around who might not have the same level of stress tolerance. Keep others’ needs in mind, when making important decisions on how to carry out work in difficult situations.
• In times of pressure, offer a few words of encouragement and support to others to calm and balance themselves.
Competitive advantage of the strength
• Likely to be optimistic and will see challenges and problems as opportunities for learning and development, instead of threats.
• You tend to cope with difficult situations by taking an active and systematic approach, rather than being passive or dependent upon others.
Strengths
3
Innovation Management
You encourage innovation at work and constantly work towards deriving new and creative solutions.
Culture/Environment Fit
Maximize/Leverage the Strength
• Should take up roles where your innovative and unconventional ideas are valued.
• Should take up positions where you can experience challenge or stretch yourself intellectually.
Use the Strength Wisely
• Try not to expect everyone to come up with unconventional ideas, be patient with people who may not be as creative as others.
• It is important to understand individual differences, try not to be too demanding of others to share creative ideas.
Competitive advantage of the strength
• You are likely to support team members to attend conferences or other learning and development events to foster creativity and innovation.
• Likely to encourage a mindset of continuous learning. Likely to encourage team members to seek new information, new knowledge and new ways to do things, constantly.
Areas of Development
1
Strategic Thinking
You are not always likely to be efficient and methodical in your work, seldom working towards formulating objectives and implementing plans for team development.
Challenges
• You struggle in making plans and strategies for organizational development.
• You are not organized and planned which results in delay in decision making and planning strategies.
Managing Challenges
• You need to be efficient and organized in your work, develop confidence to formulate objectives and implement plans for team's growth and development.
• Set clear goals and make sure these goals are specific to your future vision.
Can maximize effectiveness by
• Trying to think about what you want to achieve. Looking beyond the present and into the future in order to get a clear vision of where you see yourself and your team in the future.
• Having regular meetings with people who you consider strategic about their thought process. Brainstorming with them about how to think through specific issues.
Areas of Development
2
Integrity/ Honesty
You are less likely to be sincere, ethical and honest in your approach to work.
Challenges
• You may find yourself looking for shortcuts that may have a negative impact on the quality of your end product.
• Other team members may not readily trust you as you do not tend to be very reciprocative and responsible.
Managing Challenges
• Learn to be ethical and honest in your approach to work. Learn to follow rules and regulations.
• Try to take personal responsibility of a task/assignment and do it well with procrastinating.
Can maximize effectiveness by
• Being passionate about your business/role, love what you do and take ownership of what you do.
• Taking responsibility of your mistakes and accepting them without putting the blame on others/
Areas of Development
3
Accountability
You seldom hold yourself accountable for high quality work and seldom comply with rules and policies.
Challenges
• You may worry about co-workers resenting your not so good organizational skills or your hardships following a schedule and getting your work done.
• You may find yourself trying to avoid tasks and procrastinating and not taking personal accountability of assignments/tasks.
Managing Challenges
• Learn to be self motivated and disciplined in your approach to work, focus on achieving high quality results.
• Learn to do first things first and try not to procrastinate.
Can maximize effectiveness by
• Learning to declare your commitments, making goals, tasks, and due dates public to show your team you are committed to getting the work done.
• Practicing self-discipline and setting goals and meeting them without getting distracted.
Test Log
Test Log
-
Started the test with Personality Inventory
-
Finished Personality Inventory and started Critical Thinking of the test
-
Finished Critical Thinking and started Abstract Reasoning of the test
-
Finished the test