VIGLS Leadership Assessment

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Disclaimer* This field is required.Please note the following important points: Not a Mental Health Assessment: This tool is not designed to assess mental health, diagnose psychological conditions, or substitute for professional psychological advice. Participants concerned about their mental health should seek the assistance of a qualified healthcare provider. Confidentiality and Use of Data: While individual responses to this assessment are confidential, they will be used anonymously to develop and enhance additional tools and programs (referred to as TAAP tools). This means your identity will not be associated with the data used for these purposes. Voluntary Participation: Participation in this assessment is completely voluntary, and participants can choose to withdraw at any time without any consequences. Use of Information: The information provided by this assessment should be used as a guide for development and not as a definitive judgment of capability or performance. It is a starting point for reflection and conversation about emotional intelligence in leadership contexts. Limitations of the Tool: While this assessment is designed to provide valuable insights, it has limitations and should be seen as one of many tools for leadership development. It is not a diagnostic tool, and results should be interpreted with consideration to the broader context of each leader’s unique experiences and situations. By proceeding with this assessment, you acknowledge and agree to the terms outlined above. This tool is intended to support your leadership journey by providing insights that can help foster a deeper understanding of your emotional dynamics in professional settings.
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Exit Survey

Participation in this assessment is completely voluntary and not required. By choosing to proceed without explicitly selecting the 'Yes' button, you are implicitly agreeing to the terms outlined in the disclaimer. Please ensure that you have read and understood the disclaimer before continuing.

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Name (Optional)
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Email* This field is required.Your assessments results will be emailed to you.
example@example.com
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1. How likely are you to disregard information that contradicts your previous experience when making decisions?* This field is required.
Very Unlikely: I always consider new information equally, regardless of how it aligns with my past experiences.
Unlikely: I usually consider new information, but may sometimes favor familiar data.
Neutral: I sometimes favor familiar information, especially under pressure or time constraints.
Likely: I often find myself discounting new information that conflicts with my experience.
Very Likely: I regularly dismiss new information that contradicts what I have previously believed or experienced.
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2. If research contradicts your long-held industry assumptions, how likely are you to ignore this research in strategic planning?* This field is required.
Very Unlikely: I always value new research and integrate it into my strategic decisions, regardless of prior beliefs.
Unlikely: I mostly consider new research but may revert to familiar strategies under significant pressure.
Neutral: I balance between established industry practices and new research findings.
Likely: I often rely on what has historically worked, even when new research suggests otherwise.
Very Likely: I typically disregard new research if it challenges the core methods or assumptions that have served well in the past.
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3. When making decisions under pressure, how likely are you to rely on the first idea that comes to mind?* This field is required.
Very Unlikely: I systematically review all available options, regardless of the pressure.
Unlikely: I try to consider multiple options, though the first idea might be given a bit more consideration.
Neutral: I often go with the first idea that comes to mind under pressure but will consider others if time allows.
Likely: The first idea usually serves as the default decision under pressure.
Very Likely: I almost always go with the first idea under pressure without considering others.
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4. How likely are you to estimate the frequency of an issue based on how easily examples come to mind, rather than on more comprehensive data?* This field is required.
Very Unlikely: I always base frequency estimates on comprehensive data and statistics.
Unlikely: I usually use data but sometimes the most memorable examples influence my estimates.
= Neutral: My estimates are often influenced by memorable examples as much as by hard data.
Likely: I frequently rely on the most memorable examples to estimate frequency.
Very Likely: I typically estimate the frequency of issues based on the examples that most easily come to mind.
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5. In negotiations, how likely are you to stick closely to the first price that is offered?* This field is required.
Very Unlikely: I independently evaluate each offer based on detailed criteria, regardless of the first offer.
Unlikely: I consider the first offer but actively seek and evaluate other options.
Neutral: The first offer often serves as a benchmark, but I'm open to other possibilities.
Likely: I tend to negotiate around the first price, using it as a primary reference point.
Very Likely: The first price heavily influences my final decision; it sets the foundation for negotiation.
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6. When budgeting for a project, how likely are you to base your entire budget around the initial estimate, despite later suggestions?* This field is required.
Very Unlikely: I continuously adapt the budget as new information becomes available.
Unlikely: I generally consider initial estimates but remain flexible to adjustments.
Neutral: Initial estimates are a strong starting point, but I will consider compelling arguments for changes.
Likely: I am somewhat resistant to changing initial estimates unless there is overwhelming evidence.
Very Likely: I typically stick to the initial estimates, discounting subsequent suggestions.
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7. How likely are you to assume a new team member’s capabilities based on their previous company’s reputation?* This field is required.
Very Unlikely: I assess capabilities based solely on personal interaction and observed performance.
Unlikely: While aware of their previous company's reputation, I focus on individual assessments.
Neutral: The previous company’s reputation might influence my initial perception but not my final judgment.
Likely: I often have preconceived expectations based on where they worked before.
Very Likely: I generally expect their capabilities to align with the reputation of their previous employer.
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8. When promoting staff, how likely are you to consider typical characteristics associated with success in your industry rather than individual performance?* This field is required.
Very Unlikely: I promote based on quantifiable individual achievements and merits.
Unlikely: Industry characteristics inform my decision, but individual performance is key.
Neutral: I balance industry expectations with personal performance records.
Likely: I favor individuals who fit the typical industry success profile.
Very Likely: I predominantly promote those who embody the characteristics traditionally valued in our industry.
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9. How likely are you to choose team members for a project because they share similar interests or backgrounds with you?* This field is required.
Very Unlikely: I select team members based solely on their skills and the needs of the project.
Unlikely: While I enjoy working with people like me, skills and project requirements come first.
Neutral: Similar interests might influence my comfort level, but they do not solely dictate my choice.
Likely: I often select team members with whom I share personal similarities.
Very Likely: I primarily choose team members based on how well I relate to them personally.
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10. How likely are you to provide more opportunities to employees whom you personally like or feel a connection with?* This field is required.
Very Unlikely: Opportunities are distributed strictly based on professional criteria and performance.
Unlikely: I strive to be impartial, but personal favoritism can occasionally play a role.
Neutral: Personal connection influences opportunity distribution to some extent.
Likely: I tend to give more opportunities to those I personally favor.
Very Likely: I mostly allocate opportunities to those I like or connect with personally.
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11. How likely are you to overlook a team member's weaknesses if they have excelled in a significant project before?* This field is required.
Very Unlikely: I evaluate each performance independently, regardless of past successes.
Unlikely: While past successes are considered, they do not overshadow current evaluations.
Neutral: Past performance influences my judgment, but I try to be objective.
Likely: I tend to overlook minor weaknesses if their past achievements were outstanding.
Very Likely: I generally ignore current weaknesses due to strong past performance.
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12. How likely are you to assume someone is capable in areas outside their proven expertise just because they are highly successful in one area?* This field is required.
Very Unlikely: I assess capabilities based on specific evidence within each area.
Unlikely: I consider their success but seek evidence of their skills in other areas.
Neutral: Success in one area positively impacts my expectations in others.
Likely: I often expect success in other areas based on their achievements in one.
Very Likely: I generally assume they will be successful in all areas based on their success in one.
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13. How likely are you to favor ideas from within your own team or department over external suggestions?* This field is required.
Very Unlikely: I evaluate all ideas solely based on their merits, regardless of origin.
Unlikely: I try to remain objective but may have slight preferences for my team's ideas.
Neutral: I balance between internal and external ideas, though familiar sources are reassuring.
Likely: I usually prefer ideas from my team or department.
Very Likely: I predominantly favor ideas that come from within my group.
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14. When making strategic decisions, how likely are you to consult primarily with colleagues or team members who share similar views to yours?* This field is required.
Very Unlikely: I seek diverse perspectives, even if they contrast significantly with my own.
Unlikely: I consult with a variety of sources but appreciate confirming views.
Neutral: I balance between similar and diverse viewpoints.
Likely: I often consult with those who share my perspectives.
Very Likely: I primarily seek advice from those who agree with my views.
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15. When a higher-up suggests a change to your project, how do you typically react?* This field is required.
Very Unlikely: I critically assess the suggestion just like any other, regardless of the source.
Unlikely: I consider the authority but mainly rely on the suggestion’s merits.
Neutral: I give some preference to suggestions from higher-ups.
Likely: I tend to accept suggestions from higher-ups without extensive scrutiny.
Very Likely: I usually accept suggestions from higher-ups as they are.
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16. How likely are you to implement a policy recommended by senior management, even if initial data does not fully support it?* This field is required.
Very Unlikely: I critically assess the suggestion just like any other, regardless of the source.
Unlikely: I consider the authority but mainly rely on the suggestion’s merits.
Neutral: I give some preference to suggestions from higher-ups.
Likely: I tend to accept suggestions from higher-ups without extensive scrutiny.
Very Likely: I usually accept suggestions from higher-ups as they are.
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17. How likely are you to judge the likelihood of project risks based on recent incidents rather than on long-term data?* This field is required.
Very Unlikely: I always base risk assessments on comprehensive data and historical trends.
Unlikely: I occasionally reflect on recent incidents but prioritize extensive data.
Neutral: My risk assessments balance recent examples and historical data.
Likely: I often base risk assessments more heavily on recent incidents.
Very Likely: I primarily assess risks based on the most recent examples I can recall.
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18. When recalling details about past projects, how likely are you to estimate the success of a new project based on the most memorable outcomes of these past projects?* This field is required.
Very Unlikely: I use detailed records and data to estimate outcomes, not just memorable events.
Unlikely: I consider memorable outcomes but verify against broader data.
Neutral: Memorable past successes and failures significantly influence my estimations.
Likely: I frequently rely on standout successes or failures to guide my expectations.
Very Likely: I usually base new project expectations on the most striking past results.
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19. How likely are you to attribute the success of your team to their hard work and intelligence rather than external factors like market conditions or luck?* This field is required.
Very Unlikely: I primarily credit external factors for team success.
Unlikely: I tend to view success as a combination of team effort and favorable conditions.
Neutral: I balance attributions between internal efforts and external influences.
Likely: I often attribute team success directly to their skills and dedication.
Very Likely: I almost always credit success to the team's abilities and personal efforts.
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20. When a project fails, how likely are you to blame internal team issues over uncontrollable external circumstances?"* This field is required.
Very Unlikely: I typically blame external circumstances for project failures.
Unlikely: I consider both internal issues and external factors.
Neutral: I evenly attribute failures to internal and external factors.
Likely: I lean towards attributing failures to internal team problems.
Very Likely: I predominantly blame internal team dynamics or failures for any shortcomings.
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21. How likely are you to assume that a well-designed plan will proceed without any significant problems?* This field is required.
Very Unlikely: I expect plans to face challenges and include contingencies.
Unlikely: I am cautiously optimistic but plan for potential issues.
Neutral: I hope for the best but am aware that issues might arise.
Likely: I generally expect things to go smoothly if the plan is solid.
Very Likely: I almost always assume a good plan will execute perfectly without problems.
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22. When dealing with a highly respected expert, how likely are you to overlook potential flaws in their recommendations?"* This field is required.
Very Unlikely: I critically evaluate all recommendations, regardless of the source's reputation.
Unlikely: I respect their expertise but remain vigilant for oversights.
Neutral: The expert's reputation does influence my scrutiny of their advice.
Likely: I tend to take their suggestions at face value because of their status.
Very Likely: I usually accept their recommendations without much question due to their expertise.
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23. How likely are you to trust a new team member's judgment in critical situations based solely on good first impressions?"* This field is required.
Very Unlikely: I require proven track records before trusting in critical situations.
Unlikely: Good first impressions help, but I need more evidence of reliability.
Neutral: I moderately trust new members based on first impressions in non-critical matters.
Likely: I tend to trust new members quickly if my first impression is positive.
Very Likely: I often trust new members in critical situations if my first impression is favorable.
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24. When a person you highly trust makes a significant mistake, how likely are you to dismiss it as a one-time event?* This field is required.
Very Unlikely: I reassess my trust and expectations regardless of past views.
Unlikely: I consider it seriously, though it may slightly adjust my trust.
Neutral: I balance their track record with the seriousness of the mistake.
Likely: I usually view it as an isolated incident, maintaining high trust.
Very Likely: I almost always overlook the mistake, keeping my trust intact.
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Calculation
Should be Empty: