Want To Know Which Leadership Quality Do You Possess? Quiz
20 Questions
| Total Attempts: 2541
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Want to know which leadership quality you possess? Leadership is a practical skill that entails the person to step into authority and take charge. It is not about dictatorship but leadership. Leadership is different because it helps other people through the support of the leader. It also involves the ability to complete specific tasks. This quiz will reveal what type of attributes you may have as a leader.
You May Get
Innovator
On the cutting edge of change, yet somewhat outside the mainstream, innovators are constantly experimenting with new approahces and ideas.
Idealistic and creative
Innovators perceive change as offering opportunities rather than risks. They tend to value creative fulfillment over security
Eager to Initiate change
Innovators are eager to try out and develop new ideas and approached
Self-reliant
Innovators typically prefer to learn from their own experiences and discoveries
Positioned outside the mainstream
Since innovators are often viewed by the majority as mavericks or even as eccentrics, many of their ideas are ignored until "Discovered" by change agents
Supportive of change efforts at a distance
Innovators prefer to work behind the scenes. They are quickly bored by the public dialog and debate that comes with the implementation process. They make little or no effort to communicate their ideas to the larger organization.
Change Agent
Change Agents are enthusiatic, well-networked people with an appetite for knowledge. They are instrumental in communicating new ideas throughout the organization, ezpecially to the more conservative areas.
Optimistic
Change agents perceive low levels of risk and high levels of opportunity in change.
Socially oriented
Unlike innovators who tend to focus on their own areas of expertise, change agents have many contacts throughout the company. Because they are tuned into the underlying needs and desires of many people, they often have a broad knowledge of issues confronting different groups within the organization.
Highly interested in seeking knowledge and new ideas
Change agents like to converse with people in different parts of the company to broaden and deepen their understanding of critical issues. They are often among the first to test new ideas.
Eager to spread new ideas and approaches
Change agents are eager to share the knowledge and insights they develop. The more practical ideas that originate with innovators eventually gain credibility with other segments of the company through the efforts of change agents.
They are willing to seek recognition and a leadership role. Change agents are the first to line up whenever there is a call for pilot participants, facilitators, mentors, role models, or people to give testimony about the value of a particular change during its implementation.
Pragmatist
Cautious and practical, pragmatists want to see results before supporting any major change.
Suspicious of change
Pragmatists can be moderately optimistic but tend to see more risk that opportunity in any given change. Unlike innovators and change agents, they are not excited by new ideas and possibilities and will not move quickly to adopt change.
Bottom-line oriented
Pragmatists focus on the simple, straightforward consequences of any proposed change. This attitude might best be summed up as, "What's it going to buy me?".
Open only to proven approaches
Pragmatists want to see a solid business plan and evidence, preferably live examples within their own company, that the proposed change is workable before they will consider adopting it.
Dependent upon others to lead
Pragmatists prefer to follow at a distance. They want to hear success stories from trusted colleagues or reassurances from experts that the change is safe.
Comfortable with acceptance and inclusion
Pragmatists want to be accepted by their more innovative peers and so eventually do adopt change, though at a much slower rate.
Skeptic
Fearful of change and skeptical of new ideas, skeptics will adopt change only after the majority of employees in the organization including those in authority are behind it.
Fearful of change
Skeptics will not put their time and energy into supporting a major change, even after a solid business case has been made.
Quick to ignore, contradict, or distort information
Skeptics tend to filter out the ideas and information that are contained in communications and training that support change. Unlike change agents who work to disperse ideas an information, skeptics, may - wittingly or unwittingly - discredit a change effort by distorting ideas and information.
Accepting of ideas that have been tested over time and that enjoy majority endorsements
Security is crucial to skeptics. When the new idea or approach has been proven effective, becomes officially approved by the authorities, and is perceived to be mainstream, then skeptics adopt it - not before.
Unwilling to be pushed
Coercing skeptics or penalizing them for speaking out may only deepen their resistance - often creating a backlash that ultimately defeats the change effort.
Traditionalist
Inherently hostile to change, traditionalists nonetheless benefit the company by providing a stabilizing influence and encouraging longevity of new ideas once they are adopted.
Pessimistic and hostile toward change
Traditionalists see no opportunities in change and instead emphasize continuity with the past.
Strongly inclined to derail the change effort
Because they see change in purely negative terms, they will look for ways to stop it.
Ready to deny or distort the issues
Traditionalists will often deny the existence of the problems and issues that call for a change. Because they see the past as a golden age, their perceptions of current situations are distorted.
Accepting of change only when it is institutionalized
Traditionalists will not adopt a change until it becomes part of the company's standard. They must see that the consequences of not complying are beginning to outweigh the perceived risks of making the change.
Helpful in anchoring the organization
Change is not always beneficial, and resisting change is not always bad. By resisting change, traditionalists together with skeptics help organizations select truly beneficial ideas and avoid fads and gimmicks. Their presence in the company encourages change agents and innovators to look for solid, relatively risk-free solutions. In times of rapid change, traditionalists exert an overall stabilizing influence.
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Questions and Answers
- 1.I value creative fulfillment over security.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 2.My resistance to change only deepens if I feel I'm being pushed or penalized for speaking out.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 3.If I perceive a change as negative, I look for ways to stop it.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 4.I am willing to seek a leadership role in implementing change and the recognition that goes with it.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 5.I am generally skeptical of new ideas.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 6.I constantly experiment with new approaches and ideas.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 7.I want to see solid evidence that a proposed change is workable before adopting it.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 8.I am generally optimistic when it comes to change.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 9.When a change has been proven effective and becomes officially approved I will adopt it.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 10.I would rather stick with a proven idea than try something new and different.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 11.I eventually adopt change but at my own pace.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 12.I like to talk with people in different parts of the company to broaden and deepen my understanding of critical issues.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 13.I think the problems and issues given for making a change are often exaggerated.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 14.I prefer to learn from my own experiences and discoveries.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 15.I tend to filter out ideas and information that are contained in communication that supports the change.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 16.My attitude to change is: "If it ain't broke, don't fix it".
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 17.I am eager to share new and practical ideas, insights and approaches.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 18.I want to hear success stories from colleagues or reassurance from experts about a change.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 19.I prefer to work behind the scenes.
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree
- 20.I'm bottom-line oriented. My attitude to change is: "What's it going to buy me?"
- A.
Strongly Disagree
- B.
Disagree
- C.
Neither Agree nor Disagree
- D.
Agree
- E.
Strongly Agree