How to find out what kind of leader you are. Professional Test - What kind of leader are you! Brief description of the method

To paraphrase the famous saying: “If you see successful person, you can rest assured that at some point he made a bold decision! "

Take a test to help you determine if you have leadership qualities, so necessary for the leader.

1. Do you enjoy interacting with people?

a) Yes; b) No.

2. When discussing a particular issue with colleagues, how often do you manage to convince them of the correctness of your point of view?

a) Yes; b) No.

3. Do you easily get by without the constant approval of others?

a) Yes; b) No.

4. Are they consistent in their actions?

a) Yes; b) No.

5. Planning, in your opinion, is a rather fun and enjoyable duty?

a) Yes; b) No.

6. Is it difficult for you to cope with the surging emotions?

a) No; b) Yes.

7. Do you show persistence and firmness in matters of principle?

a) Yes; b) No.

8. Do you resent ideas that were not expressed by you?

a) No; b) Yes.

9. Usually you get lost if the decision does not lie on the surface, and the time for its adoption is strictly limited?

a) No; b) Yes.

10. Are you open to new knowledge, strive to improve all the time?

a) Yes; b) No.

11. In all cases, follow the principle “Don't put off until tomorrow what you can do today”?

a) Yes; b) No.

12. If you are afraid of something, do you always try to overcome your fear?

a) Yes; b) No.

13. Are you an idea generator?

a) Yes; b) No.

14. Do you think the satisfaction of a job well done is a reward in itself?

a) Yes; b) No.

15. Is it easy for you to assign responsibilities?

a) Yes; b) No.

16. As a rule, when you make a promise, you keep it?

a) Yes; b) No.

17. Are you able to create an atmosphere of trust?

a) Yes; b) No.

18. If there is some difficult work ahead, do not look for excuses, but just do it?

a) Yes; b) No.

19. To abandon what you have already begun is an exceptional rarity for you?

a) Yes; b) No.

20. Are you always ready to take reasonable risks?

a) Yes; b) No.

Summarize the scores and read the conclusions.

For answers under the letter "a" points are not awarded, for each answer under the letter "b" give yourself 2 points. Summarize and summarize.

0-10 points. You are probably an active person who believes that sincere desire, multiplied by diligence, is capable of producing results. In addition, you are quite sociable, responsible and slightly influenced from the outside. In short, you have the requisite qualities to be a leader.

12-24 points. Your success as a leader is less obvious. To make important decisions quickly, to defend your opinion with the risk of making ill-wishers, to be responsible for other people - you must agree, it's not easy work. Answer yourself honestly to the question: are you ready for this? If you answer “yes” without hesitation, then you have a chance to try to realize yourself in an honorable but hectic field.

26-40 points... Lacking pronounced leadership qualities, leadership is a thankless task. It will be much easier for you to carry out your plans in a business partnership.

In modern scientific literature, three concepts of the origin of the personal qualities of a leader, a leader, are considered.

The first- charismatic - a person is born with the makings of a leader, he is prescribed to lead people.
The second- "theory of traits" - the personality itself acquires the necessary set of qualities of a leader - high intelligence, extensive knowledge, common sense, initiative, firm self-confidence, dedication.

Third concept Is the quintessence of the first two. According to her, the effectiveness of leadership is determined not so much by the personal qualities of the leader as by the style of his behavior in relation to his subordinates. The optimal leadership style varies depending on the situation and the type of activity.
V general outline The portrait of a leader can be represented by the following parameters:

a) biographical characteristics;
b) ability;
c) personality traits.

Portrait characteristics include age features, determining the dependence of the past years on the formed qualities of the leader.
Age is both a natural and, at the same time, a socially determined characteristic of a person. An important biographical indicator is recognized high education leaders. For example, many managers who successfully realize themselves in activities have two degrees.

The leader in his work proceeds from certain principles. First, with its help, the employee must clearly understand both the goals set for him and the possible results that need to be achieved. Second, a good leader actively manages staff activities. The subordinate must understand that he has a certain independence in performing tasks, and can also receive support from his manager at the right time. Highly important point leadership is the correct balance between the task and the abilities of the performer.

The personnel work process should be controlled at all stages.

The success of management also depends on the ability to creatively solve problems, which is manifested both in the intellect of the leader and in encouraging the creativity of his subordinates.

Exercise Administrator or Leader

20 sentences are offered. Determine the degree of your agreement with each of them.
Agreement with the statement -10 points, disagreement - 0 points, half agreement - 5 points.

If you do not want to calculate manually, you can always go through one of the ones on our website, the results of which are calculated in automatic mode with comments from psychologists.

1. I trust people.
2. I believe that people should take care of the solution of their social and domestic problems themselves, and not their leaders.
3. I am for the members of labor collectives to choose their own leaders.
4. When necessary, I can make people "spin".
5. My subordinates are well aware that I keep confidential secrets.
6. All people want power; I'm not an exception.
7. I tend to stand up for my subordinates whenever they are treated unfairly.
8. I think that in the interests of the business it is more profitable for people to have a “tough” person as a leader.
9. I am for full publicity.
10. I believe that in order to achieve success, you can force people to do their jobs.
11. I can work with all people, even with those who I don't like.
12. I give instructions to all subordinates in the same manner.
13. Is inclined and able to use ideas opposite to my point of view in the interests of the cause.
14. I am convinced that only a leader of an authoritarian type can be successful.
15. I am well aware of all the needs of the problems of my team.
16. It is easier to lead subordinates when I know what they want to advertise.
17. I am interested in solving difficult problems in a team.
18. I am sure that punishment is a stronger incentive to motivate the employee to work than encouragement.
19. I strive to resolve everything common problems in the work collective.
20. When necessary, I know how to force a person to act as needed.

Key for processing results
1. Sum up the points for points: 1, 3, 5, 7, 9, 11, 13, 15, 17, 19. This is the scale of leadership.
2. Sum up the scores for items: 2, 4, 6, 8, 10, 12, 14, 16, 18, 20. This is the administrator's scale.
3. Find the ratio between 1 and 2 points. It will indicate the degree of expression of your leadership qualities. Any value less than one will indicate the prevalence of administrative inclinations.

The key difference between managerial responsibility and executive responsibility is that the performer is responsible for the results of only his own activities, and the manager is responsible for the results of the work of the entire unit.

The higher the level of management, the higher the level of executive responsibility. The head of the department should take managerial responsibility for the actions (or omissions) of all employees in the department. The head of the department - for the actions (or inaction) of all employees of the department. General manager- for the work of the entire organization.

Managerial responsibility: tasks of the leader

• form and consolidate agreements;
• foresee possible risks and think over ways to minimize them;
• control and analyze the results obtained;
• provide options for correcting the situation in case of failure

It is for this difference in responsibilities that managers are paid an order of magnitude more performers. Management responsibility is high level qualifications and professionalism.

What kind of leader are you?Management responsibility test

This project is for Managers who want to see the management capabilities of all their subordinates in a completely transparent business environment; Executives looking for unclaimed talent; Company leaders who want to understand who actually generates effective solutions, and who will simply join or sabotage)

Key

From 30 to 24 points inclusive: Glad for you! you are veryresponsible leader.

When setting the task, you clearly record the agreements with the employee, and by controlling the execution, you directly point out his personal shortcomings. At the same time, we are ready to admit our mistakes and take responsibility for our own actions and decisions. Even if some issue requires approval from the higher management, and the document bears his signature, you do not disclaim responsibility for the ideas you proposed. You understand that there are no objective reasons for failure to complete tasks, there are only ill-considered risks and poorly planned actions to minimize them. You are proficient in constructive ways intangible motivation employees and technicians to develop responsible behavior. You respect subordinates who openly declare their disagreement with your decisions, and are ready to discuss with them the most effective ways to develop the situation in order to achieve common goals.

From 23 to 11 points inclusive: We will be glad to see you! You still have a lot to learn.

It is important for you that in conditions of uncertainty “at the top”, long-term goals are clearly and clearly defined. Otherwise, you will shift the responsibility for complex and risky decisions to the higher management. In relation to subordinates, you have a fairly democratic leadership style: you are ready to discuss in detail with the employee the ways to achieve the goal and possible difficulties, as well as provide assistance and support in difficult situations for him. However, in the event that the employee suggested a path with which you disagree, then, most likely, shift the responsibility for the lack of result to a subordinate. In problem situations, you devote a lot of time to discussion, help the employee to cope with the task, but, perhaps, the subordinate expects from you not explanations, but concrete and decisive actions. Your employees often manage to evade responsibility for unfulfilled tasks, especially in cases where they have well-developed communication skills and can convince you that they did not have the necessary resources to cope with the task. At the same time, you do part of the work that subordinates should do on your own, thus leaving them unloaded.

From 10 to 0 points: Are you really a leader?

You enable employees to avoid personal responsibility for the results of their work, since you do not demonstrate, by personal example, your readiness to admit your shortcomings and mistakes. In difficult situations, you prefer to justify the lack of results by the actions of other people or circumstances that you find it difficult to influence. You do not form clear agreements with the employee about what you would like to see as the final result. In this connection, it is difficult for you to call him to account if the plans were not fulfilled, since he can always say that he did not understand the task, or you did not give clear instructions on what and when to do. You rely too much on material methods of stimulating staff, spending budget funds where additional costs could be avoided. In order to cope with employee resistance, you often use authoritarian management methods, thus making it impossible for them to take the initiative and take responsibility for the results.

Training goal:
Participants acquire theoretical knowledge and practical skills in using tools for cause-and-effect analysis, collecting information, generating ideas, assessing alternatives and risks to a level that allows them to independently develop and propose ready-made solutions to higher management.

1... Imagine a situation in which there is an informal leader in the team you are leading who is clearly trying to compete with you for influence. Your actions?

It is necessary to analyze the situation and understand why this is happening. There are several ways out: to attract the informal leader to your side by giving him some element of formal leadership, to increase your influence or discredit the informal leader (which is not very decent, but often effective), to evaluate group dynamics and to reorganize the department or organization. It is also possible to analyze the motivation of an informal leader and influence some motivators that have not been satisfied by the present moment in order to neutralize his desire to dominate.

2... The employee constantly evades responsibility, asks about how to do the current work, but in the end he does everything very efficiently. The employee has been working for the company for about six months. How can this situation be caused? Your actions?

This situation is most often associated with the fact that the employee is reinsured either because of negative experience of showing initiative in the past (this must be clarified and made to understand how you feel about initiative and independence), or because of lack of confidence in his qualifications (if it is sufficient , then this must be explained), or because of low self-esteem (then the employee needs to be praised more). In any case, the leitmotif of the conversation may be the following: “You do your job very well. I see that you can be relied on. I would only like to give you the opportunity to show more independence. I know that initiative is not always and not always encouraged. This is how it is with us. Let's come to an agreement with you (then you stipulate in what situations you expect independence and when the employee should consult with you). By the way, keep in mind, I am ready to discuss any questions, your training and growth, but independence is the main guarantee of development prospects in our company "

3. V large company the following situation arose: the regional sales department was for a long time in an office separated from other departments. The department is large, professionally strong, with a very experienced leader. At some point, the management of the entire company decided to merge and move all departments to a common office. There was a conflict. Determine the true and imaginary positions of the parties and propose ways to resolve the conflict

Most likely, in the process of discussing the merger in the common office, real and imaginary positions will be replaced. The reasoning will come down to territory, technique, customer relations, economy and the like on both sides, while the basis is a matter of control and degree of autonomy. In this case, both sides are approximately equally strong in their positions and cannot afford to exert strong pressure. That's why better way- openly identify the positions of the parties and find a compromise solution, stipulating the degree of independence of the regional department, procedures and forms of control. Perhaps it makes sense to somehow stipulate an increase in the status of a regional department and its head as compensation for a partial loss of independence.

4... Imagine that a person who has previously worked in the same position as yours comes under your command. What could cause such a transition and what will be your actions?

Analytical bias, versioning, accusatory tendencies, skills practical management... The most correct approach can be considered in which the candidate names as positive reasons for the transition (a person goes to more famous company, for a more interesting job), and negative (failed, cannot be a manager), as well as neutral (family circumstances, company closure). This approach is most suitable for balanced and clear analysis and competent management. Depending on the reasons for the transition, a situational leadership model will be built

5. One of your subordinates missed a big deal by mistake due to lack of experience. Another similar deal entered into, while taking advantage of the reward offered by the supplier to himself personally. In the first case, the company missed a significant profit, in the second, it made a significant profit. Describe your reaction and actions in the first and second situations

Honesty and clear prioritization of employees against questionable behavior. The degree of rigidity in assessing the error, the propensity and ability to train personnel. Of course, if your business and corporate culture are focused on honesty and decency, then the second employee is worthy of punishment. In the first case, everything depends on the degree of rigidity of management, but the main thing is to teach this employee and others so that in the future there will be no such situations or there will be fewer

6. An employee who previously gave excellent results has a sharp decrease in work efficiency, while formally he is fulfilling all his duties. What could cause such a situation and what will be your actions?

Management style and skills, versatility of thinking, a tendency to an accusatory position. It is important that the candidate identifies the following groups of factors:

• objective, market or product;
• subjective, associated with motivation;
• subjective, related to qualifications;
• subjective, related to personal circumstances;
• objective, related to the situation in the company or the style of management. It is also very important that the main focus is not on finding the culprit, but on solving the current situation. But the extent to which the interests of the employee should be taken into account depends on your corporate culture and approach

7. You have a subordinate person who has already somewhat outgrown his position. However, due to various objective reasons career growth it cannot be, and the income is high enough, there are also commissions. Find ways to further motivate such an employee

Skills of motivating subordinates, versatility of thinking. At least 2-4 ways should be named. It is important for the candidate to note that the search and analysis of the effectiveness of these methods will be determined by the individual motivation of the employee. It is also important to have a positive approach and take into account not only material, but also non-material motivation.

8. As a leader, you should be good at understanding people. Are you good at understanding people? (Most likely, we will get an answer not less than “satisfactory” or “not bad.”) Then describe me as a potential colleague or subordinate (in detail and specifically: what kind of corporate culture suits me, what are my personal characteristics, how to motivate me, etc.) )

A similar CASE has already been provided for the seller's appraisal, and of course, a candidate for the position of head of sales does not need to be given this assignment twice. We check stress resistance, the ability to give a frank assessment, the ability to understand people on the basis of a fairly short communication

9... The team employs a person who constantly asks his colleagues for help. What is good and what is bad about this situation?

Analysis, versioning, accusatory position. The balance of the found positive and negative factors is important, the factors themselves can be very different, their choice shows a tendency to one or another corporate culture and management style

10. “Your immediate superior, bypassing you, gives an urgent task to your subordinate, who is already busy with another important task. You and your boss consider your assignments urgent. Choose the most suitable solution for you "

Apparently, such descriptions of a situation can pursue two goals: either to induce the subject to demonstrate the breadth of erudition, or to serve as an illustration for any point of view.

In the first situation, you may be expected to reason about the need and sources of additional data, predictions about the subjects and / or causes of the situation, demonstration of the ability to use a systematic approach, a situational approach, breadth of views on problems. An action program should be prepared to implement, for example, analytical method problem solution. It would be unacceptable for your desire to immediately start processing the documents for the employee's dismissal.

The second situation is taken from the "Industrial situations" test, developed and tested by the Leningrad industrial psychologist A.A. Ershov and aimed at assessing 4 types of manager's orientations in the management process (business assessment of the manager). The test, consisting of descriptions of 20 situations of this kind and four options for behavior for each situation, measures the following 4 types of positions, inclinations or orientations of the leader: orientation to the interests of the business, orientation to relationships with people (psychological climate in the team), orientation to official subordination, self-orientation.

Projective interview questions are one of the better ways deep expert assessment of the candidate. But this method requires serious vocational training appraiser.

The qualities of a weak leader

All weak leaders have in common important characteristics that can be useful for assessing the leader. Here is some of them:

1. He is always faced with unpredictable, incomprehensible circumstances, tk. unable to predict their approach, consequences and how to prepare for them in the required way.

2. I am sure that he knows the job and his tasks and knows how to do it better than anyone else, so he tries to do everything on his own, without delegating key points to subordinates.

3. Participates in everything, which is why he never has time for strategy and balanced planning. To receive visitors in the office, holding the phone in one hand, and the letter received last week with the other, and at the same time, scolding the employee standing at the table - this is the principle of his work. As a rule, the entire desk of such a boss is full of unnecessary papers and documents.

4. His desk is always littered with something. Moreover, it is completely incomprehensible which of these documents are important, which are urgent, and which and in all have long lost their relevance.

5. Works for 12-14 hours. Stays up late, overwhelmed and always tired and angry.

6. Always walks with a briefcase in which he carries unread papers from work to home, and from home to work.

7. Often they try to postpone the decision: after all, an important issue can be solved by itself or it will be decided by someone else from colleagues or management.

8. He never decides to the end in the necessary and sufficient way, the burden of unresolved and dragging out issues falls on him, puts a strong pressure on his psyche, does not allow him to think and work normally.

9. He sees everything in black and white, for him there are no halftones and nuances, he is not able to rise above the situation, without judging, weighing all the pros and cons.

10. Inclined to inflate the elephant out of trifles. Gives unnecessary details to minor details great importance, not able to distinguish the main from the secondary, not ready to competently weigh the pros and cons, think critically.

11. Familiar with subordinates: patting on the shoulder or hugging the waist, trying to gain the reputation of his boyfriend.

12. Seeks to make the best decision, instead of making the feasible. Inadequately assesses the situation and resources for solving the problem, the manager's assessment does not include the necessary factors, does not focus on key points.

13. Willing to compromise in order to avoid responsibility, is inclined to shift the blame for his mistakes on others.

Additional potential limitations important for the assessment:

Inability to manage oneself	Every leader must be able to manage himself and interact with subordinates as a valuable and important resource. Those leaders who do not know how to deal with conflicts and stresses, how to use and allocate their time, resources and qualities correctly, are limited by this inability and cannot manage other people. These are important prerequisites for planning and management, assessing the quality of the leader, assessing the leader as a whole.
Blurred personal values, unclear personal goals	Leaders need to make a myriad of decisions on a daily basis based on internal values ​​and principles. If personal values ​​are not explained and worked out, are not accepted for themselves and others, they will be perceived by others in a distorted manner. As a consequence, the efficiency of planning, making and implementing decisions is significantly reduced. A leader who is unable to define his goals cannot achieve success in leadership activities and is limited by this
Inhibited personal development	The ability for self-development and self-improvement is characterized not only by constant study and work on oneself, but also by the ability to apply the acquired knowledge in practice, apply new things, conduct important experiments
Inability to solve problems (make decisions)	The main talent of a leader is the ability to make balanced, high-quality decisions quickly and correctly. Problem solving is never easy, but the necessary decision-making skills can be developed to an appropriate degree. Assessing a manager and his problem-solving skills is an important element of overall management diagnostics
Lack of creativity at work	Creativity in personnel management has always been valued very, very highly. Such a person is always better than others ready to work in conditions of uncertainty. Managers who use a situational approach in their activities are able to change tactics in a timely manner, adjust their actions depending on the development of events. To achieve a result, they cannot break with traditions, use innovative ideas, and even take risks somewhere. A leader who is not ready to take risks or maintain a creative outlook at work cannot force others to think outside the box and use a new quality and breakthrough ideas at work
Inability to influence people	Managers with a penchant for power dress appropriately, have flamboyant appearance, clearly state their thoughts, are confident, give clear instructions. Insufficiently influential leader has no mutual understanding with colleagues
Lack of understanding of the specifics of managerial work	The manager must achieve results not only through personal labor, but mainly through others. Until managers evaluate the quality of their management of others, they will not achieve high results in the company. Managers who do not understand staff motivation are severely limited by this understanding of leadership.
Low organizational skills(inability to lead)	It is about the manager's ability to optimally organize work. Inconsistency labor process and ineffective methods lead to the fact that people feel weak and do not get job satisfaction and, accordingly, work below their abilities
Inability to teach	Every manager should be the leader of his subordinates. A good manager acts, among other things, in the role of a mentor, a senior. Professional development, in whatever form it is carried out, as well as the assessment of the head, - essential element managerial efficiency
Inability to form a team	Among stable groups of people, the most important role belongs to labor collective... Formation of a team, taking into account the fundamental interests and goals of its members, the direction of these interests for the purposes of the organization - necessary condition success of the leader

Leadership Assessment Methods Used

in the practice of assessment centers

Method name	Short description method
Biographical method	Assessment of an employee according to data from his life, biography
Free form oral or written characteristics	Description of achievements and omissions according to the method of critical incidents
Assessment of the achieved results	Oral or written description of a specific work and its results, their quality, degree, timing of other characteristics
Interview	It is carried out in a structured or unstructured form. The compliance of the experience, professional knowledge, work behavior and attitude to the case of the assessed employees with the established requirements is assessed
Group discussions	Assessment of knowledge, qualities, skills, leadership potential, the level of communication, childish abilities in the course of a joint discussion of the tasks assigned to the group
Analysis of specific situations (case - study)	Analysis of specific practical situations. The assessed leaders should identify the most important problems of the situations proposed for analysis and develop proposals for their solution
Selection of estimated characteristics from the standard list	Comparison of the qualities possessed by the assessed person with a certain general list of qualities presented in the assessment form
Method expert assessments	Determination of the degree of manifestation of certain qualities in workers by putting down expert assessments according to a certain set of scales presented in an evaluation form
Psychological testing	Elucidation of personality traits, knowledge, abilities, skills, abilities and other characteristics based on specially selected test items
Ranging	Determination with the help of experts of the rank (place) evaluated among other candidates by the totality of the evaluation results
Business games	Playing out situations according to a pre-developed scenario that simulates working conditions and requiring decisions based on the information available
Specified scoring method	Scoring for certain achievements (omissions) in the course of the manager's assessment
Graphical profile method	Instead of quantitative or qualitative assessments of the leader, a personality profile is used. The method allows for a visual comparison of the "ideal" manager assessed with the profile, as well as comparing different employees with each other
Critical Situations Method	It is assessed how the employee behaved in certain difficult situations (stress, making a responsible decision, solving a new unfamiliar problem, resolving conflict situation etc.)
"Manager folder" (in-basketball)	Development of an action plan and decision-making based on the analysis of a specially developed package of documents: letters, reports, memoranda, negotiations, etc.

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