Leadership assessment test, a self-assessment test for a leader
We challenge ourselves to see our strengths and weaknesses more clearly, and to identify priority areas for developing and improving our skills. Through continuous introspection and assessment methods, you can track your own growth and development. We test other people for the same purpose, especially when we want to involve them in certain tasks. Such tests are very popular and common in a professional environment. Situational judgement tests and personality test are used at pre-employment or promoting, as well as when employees themselves or their employers want to learn more about their level in relation to a specific professional skill or personality traits.
Leadership is one of the most widely researched topics in business science. And any review of the available literature will show that there are as many different definitions as there are experts in this field. Accordingly, it is important to note that the authors of most personality test for managers define leadership as follows: “Leadership is the managerial process of creating conditions in which people can reach their maximum potential through work, enjoying the experience gained, making a valuable and valued contribution to the life of the local community, and developing as individuals”.
The exercises below are based on this definition.
Leadership and Trust Test
The effectiveness of a leader largely depends on the degree of employee trust in him. This test consists of 2 parts: a short personality questionnaire and a situational judgement test that can help you assess your own leadership style.
Purpose and content of the test
Why is trust so important? The answer is very simple: because in its absence, people do not work as conscientiously as they should. Lack of trust is a serious problem for any leader/manager. Therefore, in order to assess how successful you are as a leader, it is absolutely imperative to find out if you are able to generate and maintain trust in yourself. Trust is linked to two key factors – reliability and credibility.
Exercise 1: Reliability
A leader must be reliable to establish himself as a trustworthy person. People will not trust someone who is at odds with their words. Several important circumstances are related to this. First, if you, as a leader, approve of a particular behavior, be prepared to demonstrate it by example. Secondly, if you report that you are going to perform certain actions, you need to translate the declared into reality. Third, if people violate the norms that you implement and support, you will have to draw attention to this so that the violation does not become the norm. However, and therein lies the real challenge for a leader, in an unstable environment it is not always appropriate to behave in the way others expect you to. Sometimes unexpected events require unexpected reactions. Thus, the purpose of this exercise is to give you an opportunity to assess your reliability as a leader while simultaneously reflecting on important questions.
To assess how you perceive your own reliability, just mark “Yes” to the following statements that correspond to you:
In general, I think I can …
- Show clearly what I want to achieve
- Show persistence
- Fulfill promises
- Fulfill obligations to yourself
- Act clearly and unambiguously
- Be open
- Follow my values
- Bring ideas to open discussion
- Be humble and accept criticism
- Don’t make unrealistic promises
- Fight for my ideas from start to finish
- Respect other people
- Have access to those in power
- Be demanding of myself
- Take responsibility
- Take the blame for actions that have not been successful
- Don’t contradict my own words and actions
- Encourage other people
- Do not use fear as a method of influence
- Be honest with others
If you agree with 15-20 statements:
If your perception of yourself is true, then chances are high that employees consider you reliable and trust you completely. However, your estimate may be too optimistic. We suggest giving this questionnaire to a staff member and asking them to do it for you. And then compare the results.
If you agree with 8-14 statements:
You consider yourself reliable, and therefore trustworthy person. We recommend that you go back to the statements you disagree with and ponder the following questions:
- Is it really so?
- How can this be verified?
- What can be done to improve the situation?
If you agree with 1-7 statements:
Either you completely misunderstood the exercise, or you consider yourself not very reliable. In this case, employees are unlikely to trust you. One way or another, we suggest that you return to the basics and find a coach (that is, a person you trust) who would help you work on yourself and gain the trust of others.
Recommendations to the leader
Don’t underestimate how important reliability is to building your reputation as a leader. It takes time and effort to build trust. The task can be difficult, especially during periods of economic downturn and instability. To assess how trustworthy you are, it is worth asking yourself the following questions from time to time:
- What things should I stop doing because they hurt my reputation as a trustworthy leader?
- What should I start doing that will build trust in me as an effective leader?
- What should I do differently to build my reputation as a trusted leader?
Exercise 2: Authority
An effective leader needs authority. Others will only follow him if they feel they can trust him. By hiding or distorting information, the leader will lose his influence over the team. A leader must demonstrate the ability to deliver the right message at the right time, ensuring employee loyalty and building confidence, while not losing sight of the company’s interests and priorities. Accordingly, the purpose of this exercise is to give you the opportunity to assess your leadership authority by reflecting on typical situations that a leader might face.
Below you will find 3 situational judgement tests for managers. Read the descriptions of the situations below and select for each one of the options (A, B, C) that you think will best contribute to building your leadership authority in the team, both in the short and long term.
Situation 1: Your CEO just told you that due to the unfavorable economic climate, three members of your team will have to be fired. He also asked you not to tell the staff anything. However, you know that rumors are circulating around the company and people are suspicious. What should be done?
- Follow the instructions of the CEO and do not say anything to the employees.
- Show your own initiative – act openly and inform employees that layoffs are imminent and it is worth looking for other options.
- Meet with each team member one-on-one to help them prepare for a difficult situation and work out the worst-case scenario.
Situation 2: Your team members read in the newspaper that your company will soon merge with another. They feel insecure because they don’t know if they can keep their jobs in this situation. You know that the merger negotiations are far advanced and you think it will benefit the company. What should be done?
- Do not say anything, since the negotiations are not completed. It is best to do nothing to avoid aggravating employee concerns.
- Be open and work with employees to develop a possible strategy in case of a merger.
- Explain to the team members all the benefits of the merge. Demonstrate your positive attitude and encourage them.
Situation 3: You have promised your team members a generous bonus for good work and outstanding results over the past twelve months. But right now, your CEO told you that things are not so good in other parts of the company and that the board has decided to cancel all bonuses this year. This can rob your people of any motivation. What do you think should be done in such a delicate situation?
- Explain the situation to the team members and with them consider what alternatives to the bonus you could offer.
- Wait for the board to confirm that all bonuses for the year are indeed canceled.
- Talk to your CEO and try to convince him to make an exception for your team.
In terms of building leadership authority, the following are the best answers:
Situation 1 – Option C
Obviously, as a team leader, you find yourself in a very delicate situation, under pressure from many different directions. The challenging economic environment puts people under stress at all levels of the organization and your credibility in the company is at stake. Moreover, the CEO told you about what is happening, but considers it necessary to limit your ability to resolve the situation with the team. This leads to the fact that his authority in your eyes is also in question. Of course, the boss is not aware that there are rumors among employees, and you know how worried they are. The confusion arising from this situation will affect the quality of the team work, which means that it is necessary to take action. If you don’t take responsibility for yourself, your leadership credibility is at stake. This is a difficult dilemma, and many leaders in such a situation would rather do nothing (answer option A).
The best option is to take on the role of a team leader, but do it on an individual basis. You need to make sure everyone is aware of the impact of the dire economic climate on your organization and prepare your team members for the upcoming layoffs. Of course, we need to support those who are asked to leave, but those who stay will also need support. In addition, it may be worth telling your CEO in advance how you decided to proceed, while also describing your thoughts and the rationale for taking action.
Situation 2 – Option B
This situation is not unusual. As expected, press releases will cause concern to your employees. As a team leader, you cannot ignore the inevitable negative impact of this on motivation and productivity. In these circumstances, when nothing is definitively known, even if you think the merger is quite justified, you should not advertise it to your employees. This will not benefit your authority, because, firstly, it may not happen, and secondly, you will prove yourself as a leader who does not care about the team’s concerns.
The best option in this situation is openness and transparency. Invite employees to share their concerns. This is a time to show empathy and at the same time act as a coach for the team – to lead people through scenarios that can be realized. By doing so, you will strengthen your bond with employees and increase your credibility, no matter what happens in the near future.
Situation 3 – Option A
In this situation, you are faced with a real dilemma. You have already promised people that they will receive a bonus for hard, honest work, but the circumstances are out of your control. It turns out that the promise will have to be broken. To give up your words is fatal to authority. Therefore, you should try to reduce this damage. It doesn’t make sense to wait for confirmation from the board, since the CEO has already clearly described the situation. Employees’ expectations have increased, perhaps they already made plans how to spend the future bonus on. Therefore, we must act. Of course, you can try to persuade the CEO not to give up the bonus, but since the decision was made by the board, this is beyond his control.
The best option is to explain the situation to your team, that is, to be open. Maybe there are other ways to reward them for good work. Perhaps they will have their own ideas on how to act in this situation. Of course, people will be disappointed and your credibility will be damaged, but by teaming up with them and demonstrating your concern, you will reduce the negative effect and gain respect for it.
Recommendations to the leader
It is important for a leader to keep track of his authority from time to time. Just as you check your bank account balance, periodically find out how strong your credibility is. If you do not do this, it may suddenly turn out that the balance has become negative. And here are the most important questions to which you need to answer:
- As a leader, do I have a positive credibility balance in my account?
- If so, why do I think so? If not, why do I think I have a negative balance?
- Regardless of whether my balance is positive or negative, what should I do to maintain credibility in the environment in which I work?
Authority is an essential foundation for leadership. It reflects how much people trust you. The more people trust you, the more authority you have. However, research clearly shows that when economic conditions are favorable, people show more confidence in their leaders, and when times are tough and uncertain, as in the three situations described above, there will be less confidence. Accordingly, during an economic downturn, it is important for leaders to carefully monitor and control their authority.
Obviously, there is a direct relationship between authority and trust. For people to trust you, you need to keep your promises and prove reliability. However, in an environment of instability and uncertainty, leaders will have to make and implement decisions that can often be unpopular. This will take courage, and sometimes you will also have to do things that are unexpected for employees. In this case, the authority of the leader will be under attack, but the unpopular decision will still have to be implemented in order to achieve a common result.
That is, there is also a direct relationship between authority and courage. And this link between authority, courage and trust is essential for all leaders at all levels.
On Aptitude-Tests-Practice.com you will find over 300 situational judgement tests for managers, sales and customer support. If you have a pre-employment test soon, practice with us and you will score high to get the job that you want.
Read more about the types of situational judgement tests in our special articles: