LEAP - R2 (Leadership Potential Assessment - 2nd Revision) Sample Report

Report for: Sample Reports
Completed on: Oct 25, 2024 at 12:26 PM (GMT -6)
Completed in: 26 min

Leadership is getting other people to follow you towards a common goal, bringing out the best in the people around you, and helping people find a greater meaning in the everyday tasks they are asked to perform. A person who possesses the ability to lead is a great asset to any organization, group, or department.

Overall results  75

Transactional Leadership  77

Transformational Leadership   75

Leadership Potential  74

Sample appears to possess many of the qualities of a great leader. Whether he has worked hard to develop his leadership qualities or he simply has a natural knack, he is in a good position to lead a group towards success. His score indicates that he is quite capable and knows how to handle groups of people with finesse. As he surely realizes, leadership comes with a wide range of responsibilities and pressures. When he is at the head of the pack, he is expected to provide an example for the individuals he leads and set the tone for the way short and long-term projects will be carried out. If he gets overly stressed or slacks off, so will his team. While it may be a lot of weight to carry on his shoulders, he appears to be fairly well equipped to deal with it.
Almost anyone can lead, but it takes leadership to effectively lead in the right direction.

What is leadership? Leadership is getting other people to follow you towards a common goal, bringing out the best in the people around you, and helping people find a greater meaning in the everyday tasks they are asked to perform. A person who possesses the ability to lead is a great asset to any organization, group, or department.

One of the most commonly accepted theories of leadership is that of transactional and transformational leadership. While some researchers have conceptualized these as separate and distinct methods of guidance or as the two ends of one continuum, many have begun to view transformational leadership in addition to transactional methods as being the most effective. Combined, these two techniques can help a leader go from acceptable to great.

So just what do transactional and transformational leadership methods entail? Transactional leadership consists of setting clear guidelines for behavior, rewarding good performance and punishing poor performance, providing feedback, and taking a management role in assigning tasks to others. Transformational leadership, according to our assessment, involves motivating and coaching employees to perform to the best of their ability, sharing a vision for the company or organization in a convincing and charismatic manner, solving problems in the company using an inventive approach, taking everyone's needs and ideas into account when making decisions, and setting an excellent example for others.

Research has revealed that effective leaders possess a specific personality profile. In essence, people who emerge as natural leaders are outgoing and comfortable interacting with others, possess high emotional stability, are agreeable and open-minded, and tend to be highly conscientious and responsible individuals. Unfortunately, those whose personalities differ greatly from this ideal will likely feel unnatural leading others, and may end up struggling should they find themselves in such a position.

To be an effective leader takes vision, flexibility, knowledge, communication, and hard work, among many other things. Those who have the desire and the determination to sharpen their wits, hone their skills, and accentuate their virtues can pull away and deftly lead others to success.

Impression Management

Probability of social desirability bias

30

Overall results

75

Transactional Leadership

77

Delegating

83

Giving Feedback

72

Goal-setting

71

Rewarding Performance

88

Transformational Leadership

75

Motivating

88

Coaching

72

Problem-solving

71

Vision

71

Collaboration

68

Setting an Example

78

Leadership Potential

74

Agreeableness

79

Conscientiousness

83

Open-mindedness

71

Extroversion

64

Emotional Stability

67

Overall results

Overall leadership aptitude.
75
Sample appears to possess many of the qualities of a great leader. Whether he has worked hard to develop his leadership qualities or he simply has a natural knack, he is in a good position to lead a group towards success. His score indicates that he is quite capable and knows how to handle groups of people with finesse. As he surely realizes, leadership comes with a wide range of responsibilities and pressures. When he is at the head of the pack, he is expected to provide an example for the individuals he leads and set the tone for the way short and long-term projects will be carried out. If he gets overly stressed or slacks off, so will his team. While it may be a lot of weight to carry on his shoulders, he appears to be fairly well equipped to deal with it.

Transactional Leadership

Ability to set clear guidelines for behavior, reward good performance and punish poor performance, provide feedback, and take a management role in assigning tasks to others.
77
Sample's score on the transactional aspect of leadership was high - he fulfills many of the aspects that characterize this type of leadership. The elements in this area include the following behaviors: making sure that team members know what is expected of them, stepping in to correct behaviors when a problem arises, and providing adequate feedback to keep people on track. This helps those in Sample's charge to know where they stand, feel comfortable knowing that their duties are clearly spelled out, and helps them improve when things go wrong.

Delegating

Comfort with assigning duties to others.
83
Sample is very comfortable delegating duties and related authority to others. By handing work over to junior employees, he is empowering them to learn more about their position as well as showing them that he has faith in their abilities.

Giving Feedback

Ability to provide constructive feedback to others.
72
Although Sample has an adequate ability to give appropriate and motivating feedback, there is room for improvement. His feedback may not be as motivating or as sensitive as it could be.

Goal-setting

Ability to set appropriate goals.
71
Sample does set some goals, but not as many as he should. As a result, should he find himself in charge, the people he is supposed to be leading may or may not know what they should be striving for. Remember that people need both short-term and long-term goals in order to feel motivated to achieve.

Rewarding Performance

Attitude towards rewarding performance.
88
Sample believes that it is necessary to reward hard work. He recognizes that efforts should not go unnoticed.

Transformational Leadership

Involves motivating and coaching employees, sharing a vision for the company or organization, problem-solving, decision-making, and setting an excellent example.
75
Sample's score on the transformational aspect of leadership was good. He is able to perform many of the tasks related to transformational leadership, although there is still room for improvement. The elements in this area include the following behaviors: making an effort to bring out the best in others through coaching and motivating, working as a team with colleagues, seeking creative input and help from employees in order to help empower them, communicating a vision in a way that makes people excited, and, perhaps most importantly, setting an example that makes others want to work hard as well. These skills are the things that differentiate good leaders from great ones. Individuals who use a transformational style are able to bring their department to a whole new level, creating an organization that is more productive and successful.

Motivating

Ability to motivate others.
88
Sample is an excellent motivator. He inspires and supports others easily, drawing out a great performance from them.

Coaching

Ability to mentor others.
72
Sample is an adequate mentor, but there is room for improvement. Good leaders provide employees with information, instruction, and suggestions regarding their job assignments and performance while still leaving room for them to create their own solutions.

Problem-solving

Ability to come up with innovative and effective solutions.
71
Sample is a relatively effective problem-solver. There are times when he prefers to follow a predictable path but more often than not, he thinks "outside the box". In short, he strikes a good balance between pragmatism and creativity.

Vision

Ability to effectively and persuasively express a vision to others.
71
Sample is fairly capable of communicating a vision for the future in a manner that piques the interest of subordinates. Sometimes however, his arguments may lack finesse or he may not possess the charisma needed to fully sell his ideas to people.

Collaboration

Willingness to solicit support and ideas from others.
68
Sample is generally comfortable asking people for support and advice. Asking for help, input, or suggestions from others has many benefits - it helps the people he consults feel more valued and respected, gives him a more multifaceted perspective, and helps build the potential of other employees.

Setting an Example

Ability to set an appropriate example for others.
78
Sample sets a fairly good example for others. Effective leaders inspire the best performance from others by behaving with integrity, working hard, being optimistic in the face of obstacles, and finishing what they set out to do.

Leadership Potential

Level of suitability for a leadership role.
74
Sample possesses many of the personality traits of a leader. Research has shown that people who possess certain characteristics are more likely to emerge as leaders and experience greater success in such positions. A person who is naturally inclined to take charge is outgoing, enjoys interacting with others, and is easy to get along with. He or she is also open-minded and able to adjust to different circumstances as well as accommodate others. In addition, a good leader follows rules, believes in himself or herself, is organized and responsible, and also possesses significant emotional stability, which means that he or she is resilient and optimistic even in the face of difficult situations.

Agreeableness

Tendency to be approachable and friendly.
79
Sample is fairly agreeable. People generally find him approachable and forgiving, but this isn't always the case.

Conscientiousness

Ability to work efficiently and effectively.
83
Sample is a reliable, disciplined, and careful worker, and others have likely learned to trust him and the work he produces.

Open-mindedness

Willingness to accept other people's viewpoints.
71
Sample is sometimes open to other viewpoints and trying new methods of solving problems, but this is definitely not always the case. He needs to keep in mind that the most effective leaders are innovative and possess a unique vision, and are also flexible and willing to consider other people's ideas.

Extroversion

Assesses orientation on an extroversion/introversion continuum.
64
Sample falls in the middle of the introversion and extroversion continuum, which means that he draws characteristics from both ends of the spectrum. He is comfortable working on his own as well as with other people. This allows him to strike the perfect balance, and makes him a versatile employee.

Emotional Stability

Ability to cope with stress and control one's emotions.
67
Sample reports having fairly stable emotions, although this is not always the case. Effective leaders must maintain control of their emotions even in difficult situations.

Impression Management

Probability of social desirability bias

What is Impression Management?

Impression Management assesses the degree to which results on a test are distorted, biased, or manipulated. It is added to assessments like this one in order to call attention to suspicious test-taking behavior. When taking aptitude or personality tests, some people will try to present themselves in a better light, especially if the stakes are high, such as when they are applying for a job. The person may deliberately or subconsciously choose to underreport negative behaviors or overreport positive ones, or he or she may select responses that he or she believes other people will give under the same circumstances. Other names for concepts similar to Impression Management (though not necessarily identical) include Social Desirability, Gaming the Test, Faking, Faking Good, Distortion, Lying, and Self-deception.

How is Impression Management assessed?

A test-taker's answers on the Impression Management questions are compared to the responses of the general population who also took this assessment. When someone selects socially desirable responses that are rarely endorsed by other people, there is reason to believe that a self-presentation bias is at play.

It is important to keep in mind that a socially desirable response to any single Impression Management question could actually be the truth, in that the person is actually as good or as skilled as he or she is claiming to be. However, if most or all the questions on the scale follow a socially desirable pattern, it is unlikely that the person is being truthful, though not entirely impossible.

How should an Impression Management score be interpreted?

The information offered by an Impression Management scale is meant as a cautionary note, an indication to pay careful attention to the test-taker's results and to his or her responses in an interview. A high probability of social desirability casts doubt on a person's results, but this doesn't mean that he or she should automatically be dismissed solely based on that. The hiring manager should view this as a sign that they need to be particularly thorough when interviewing the candidate, paying special attention to the skills and traits a person claims to have and probing in the interview to see if the person is really as good as he or she claims to be. For additional tools that can help with the hiring process, we suggest that you use the interview questions module available in ARCH Profile, which provides questions that are tailored to a test-taker's results and specifically designed to probe deeper.

There is one caveat: any Impression Management scale can produce a false negative. People who are familiar with psychometrics may be able to detect Impression Management questions and achieve a low score. A false positive is also possible, in which a person is actually as wonderful and honest as he or she claims to be. However, both of these conditions are quite rare.

How did this test-taker perform on Impression Management?

The probability that Sample's responses were influenced by social desirability bias is low.

This means that while he picked a few responses that are associated with "faking good," it is likely that his results on the scales are a fairly accurate reflection of how he conducts himself in real life. It is always a good idea to validate that by asking probing interview questions in which you solicit concrete examples of situations when he displayed certain positive characteristics or competently managed challenging circumstances.

Below you will find a summarized version of Sample's results, characterized as Strengths, Potential Strengths, and Limitations.

Strengths

  • He is comfortable delegating tasks to others
  • He realizes the importance of rewarding performance
  • He is able to motivate others
  • He behaves in a responsible manner

Potential Strengths

  • He sometimes uses transactional leadership techniques
  • He sometimes uses transformational leadership techniques
  • He possesses some of the personality characteristics of the ideal leader
  • He sometimes provides helpful feedback
  • His goal-setting skills are acceptable
  • His coaching ability is acceptable
  • He is somewhat creative when problem solving
  • He possesses an outlook that is somewhat visionary
  • He collaborates fairly well with others
  • He sets an adequate example for others
  • He is fairly easy to get along with
  • He keeps a fairly open-minded and flexible attitude
  • He reports experiencing fairly stable emotions

Limitations

  • No limitations detected
One study of Fortune 1000 companies concluded that the overriding distinguishing feature of the companies that achieved a significant performance improvement was a change in leadership.

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