Leadership Report Juan Candidato - Transiciones · Saville Consulting recommend that further evidence is collected from other work-relevant assessments such as aptitude tests, wherever

Leadership ReportJuan Candidato

Professional Styles

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Contents

Introduction to Assessment Report.............................................................................................................3

Leader Base Profile............................................................................................................................................ 5

Leadership Styles Profile................................................................................................................................. 6

Leadership Styles Profile Summary.......................................................................................................... 10

Response Summary.........................................................................................................................................11

Predicted Situational Leadership Effectiveness..................................................................................12

About this Report

This report is based upon the Styles assessment, which explores an individual's motives,preferences, needs and talents in critical work areas.

The results are based on a comparison with a group of 953 international senior managersand executives and are presented on a 1 to 10 Sten scale.

Since the questionnaire is a self-report measure, the results reflect the individual's self-perceptions. Nevertheless, our extensive research has shown it to be a valid measure ofhow people will operate in the workplace.

It should be remembered that the information contained in this report is potentiallysensitive and every effort should be made to ensure that it is stored in a secure place.

The information contained within this report is likely to remain valid for 12 to 24 months,depending upon circumstances.

The report was produced using Saville Consulting software systems. It has been derivedfrom the results of an assessment completed by the respondent, and reflects theresponses they made.

This report has been generated electronically. Saville Consulting do not guarantee that ithas not been changed or edited. We can accept no liability for the consequences of theuse of this report, howsoever arising.

The application of this assessment is limited to Saville Consulting employees, agents ofSaville Consulting and clients authorized by Saville Consulting.

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Report for Juan Candidato Comparison Group: Senior Managers & Executives (INT, IA, 2009)Generated on: 6-Feb-2014 Page 2 © 2010 - 2011 Saville Consulting. All rights reserved.

Introduction to Assessment ReportThis report provides information on leadership style and predicted effectiveness indifferent workplace situations, based on the responses of Juan Candidato to the Stylesquestionnaire.

Leader Base Profile

The Leader Base Profile provides a summary of the likely potential of Juan Candidato insix key aspects of leadership. These aspects provide a broad overview of an individual’sgeneral potential to lead. Leader Base scores also indicate potential for DemonstratingCapability (Task), Working Together (People) and Promoting Change (Growth). Highlypositive profiles may reflect an unrealistically positive self-view whilst low scoringprofiles may reflect an overly critical self-view. In such cases, it is particularly importantto verify the results against other information.

Leadership Styles Profile

The Leadership Styles Profile focuses on 24 leadership styles which have been derivedfrom the 108 facets of the Wave Professional Styles model. It provides an indication oflikely motives, preferences, needs and talents in terms of adopting different leadershipstyles. The 24 leadership styles are arranged under the four Wave clusters, with sixleadership styles associated with each cluster.

The Leadership Styles Profile shows the name and description of each leadership style,along with the associated score. Differences between motive and talent scores of threestens or more on a given leadership style are indicated by motive and talent markers,represented by an M and a T respectively. Such differences may suggest an incentive todevelop in certain areas, or indicate areas where environmental influences are having astrong impact.

Leadership Styles Profile Summary

The Leadership Styles Summary Profile gives an overview of the 24 leadership styleson one page, without descriptive text, allowing for quick comparisons of the differentstyles. It highlights where motive or talent is higher (whichever is higher is indicated byM or T).

Response Summary

The Response Summary page provides information about the manner in which therespondent completed the Wave Professional Styles questionnaire. It details therespondent's Ratings Acquiescence and Consistency of Rankings. It also highlightsthose leadership styles where there may potentially be under-rating or over-rating inthe responses. These are areas where the individual may be being overly self-critical oroverly-lenient in their response style. This provides a useful source of additionalinformation for added depth of interpretation.

Predicted Situational Leadership Effectiveness

The Situational Leadership Effectiveness profile gives an indication of the situations inwhich Juan Candidato is likely to be an effective leader. The profile shows the top sixand bottom six ranked situations.

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Introduction to Assessment Report

The 1-10 Sten Scale

Throughout the Leadership Report a standardised 1-10 (sten) scale is used, as shownbelow:

= higher than about 1% of the comparison group










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Leader Base ProfileThis profile provides a summary of the likely potential of Juan Candidato in six key aspectsunderpinning overall leadership effectiveness.

Task

LogicalLeads using analytical and reasoning capability

5

ExpertActively investigates and solves problems using specialist expertise

5

Peo

ple

AdaptableUnderstands and adapts to the needs of others

8

DominantAssertively interacts with people in order to achieve desired results

8

Gro

wth

EntrepreneurialStrives for commercial success by seizing opportunities and outperformingcompetitors

5

RevolutionaryFocuses on imaginative solutions and generates a long-term vision

8

Logical

Saville Consulting recommend that further evidence is collected from other work-relevantassessments such as aptitude tests, wherever possible.

Expert

Saville Consulting recommend that supplementary information is sought using methodssuch as structured interviews to assess an individual's specialist expertise.

Entrepreneurial

The use of the Saville Consulting Entrecode™ Entrepreneurial Report is recommended tosupplement the information about an individual's entrepreneurial potential.

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Leadership Styles Profile Thought 1 2 3 4 5 6 7 8 9 10

IntellectualUses intellect to seek out and filter critical information

TechnicianLeads by developing a strong understanding of technicalissues

Change AgentSeeks change and acts to get things done differently

Strategic PlannerFocuses on planning long term strategy and its delivery

VisionaryCreates an inspiring vision for the future

InnovatorFosters a creative and challenging environment

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Leadership Styles Profile Influence 1 2 3 4 5 6 7 8 9 10

NetworkerDevelops a wide network of contacts in order to exertinfluence

ConsulterSeeks the input of others before making a decision

PersuaderLeads through persuasion and negotiation

InspirerLeads through engagement, motivation and inspiration

InstructorSets clear direction, and expects others to follow it

TransformerCombines interpersonal sensitivity with powerful socialnetworks and definite leadership impact

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Leadership Styles Profile Adaptability 1 2 3 4 5 6 7 8 9 10

ResolverResolves arguments and deals with disagreements

Servant LeaderLeads with a focus on others' best interests

EnthusiastExpresses passion, enthusiasm and sometimesdisappointment

FacilitatorEncourages others to be self-sufficient and picks up issueswhere necessary

SupporterGuides others by being supportive, encouraging andattentive

ParticipatorLeads as a proactive member of the team

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Leadership Styles Profile Delivery 1 2 3 4 5 6 7 8 9 10

ControllerSeeks precise control over what others do

CoordinatorOrganizes people to carry out detailed plans

AdministratorPlans and allocates tasks

Crisis HandlerReacts to issues as they arise and deals with crisissituations

EnergizerVigorously drives people and tasks in order to achievesuccess

TransactorCombines thoughtful analysis with driven pursuit of goals

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Leadership Styles Profile Summary

1 2 3 4 5 6 7 8 9 10 Splits

Thou

ght

Intellectual

Technician

Change Agent

Strategic Planner

Visionary

Innovator

Infl

uenc

e

Networker

Consulter

Persuader

Inspirer

Instructor

Transformer

Ada

ptab

ility

Resolver

Servant Leader

Enthusiast

Facilitator

Supporter

Participator

Del

iver

y

Controller

Coordinator

Administrator

Crisis Handler

Energizer

Transactor

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Response SummaryThe Overall Response Summary section provides an overview of the responses of JuanCandidato to Wave Professional Styles through two indicators. The pattern of responsesshould be kept in mind when interpreting the psychometric profile.

Overall Response Summary

1 2 3 4 5 6 7 8 9 10

Ratings AcquiescenceOverall, more positive in self-ratings than most people

Consistency of RankingsLess consistent in rank ordering of characteristics thanmost people

Detailed Response Summary

This section highlights any styles where Juan Candidato has potentially under-rated orover-rated themselves. This is determined by looking at the difference between theiroverall score (ratings and rankings combined) and their ipsative (ranking) score for eachleadership style. Asterisks are used to show the size of the discrepancy (* 2 stensdifference, ** 3 or more stens difference). If the overall score is higher than the ipsative score for a style, this indicates that theoverall score may have been raised through potential over-rating by the individual. If theipsative score is higher than the overall score for a style, this indicates that the overallscore may have been lowered through potential under-rating by the individual.

Leadership Styles

Potential Under-rating Potential Over-rating

There are no Leadership Styles to display Transactor *

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Predicted Situational Leadership EffectivenessThis profile indicates the situations where Juan Candidato is likely to be an effective leader.The profile shows the top six followed by the bottom six situations.

9Likely to be very well suited to leadership where purposeful interaction with othersis required to achieve a goal

9Likely to be very well suited to leadership where a combination of influence andadaptability are required to promote success

9Likely to be very well suited to leadership where mediation between people isrequired before progress can be made

9Likely to be very well suited to leadership where people require support andguidance in order to develop their capabilities

9Likely to be very well suited to leadership where activities need to be effectivelycoordinated in order to be productive

8Likely to be well suited to leadership where there is a need to focus on solvinghighly complex problems

2Likely to be much less suited to leadership where current practices are notproducing satisfactory results

4Likely to be slightly less suited to leadership where quick thinking, decisiveness andrapid action are often required

4Likely to be slightly less suited to leadership where people need clear direction andcan follow orders

5Likely to be moderately suited to leadership where rules and regulations must bestrictly adhered to

5Likely to be moderately suited to leadership where drive and commercial awarenessare valued in order to outperform competitors

5Likely to be moderately suited to leadership where thoughtful analysis and astructured approach need to be combined

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Documents

Leadership Report Juan Candidato - Transiciones · Saville Consulting recommend that further evidence is collected from other work-relevant assessments such as aptitude tests, wherever