skills
Motives
Career
This motive describes the need to achieve a great deal in one's professional life and thereby gain recognition (including material recognition) and attain a high position in the company hierarchy.
Key figures
- Reliability (Cronbach's alpha): .82
- Norm: N > 2,500
Key figures
- Reliability (Cronbach's alpha): .82
- Norm: N > 2,500
Individuality
This motive describes the need for personal development through professional activity.
Key figures
- Reliability (Cronbach's alpha): .87
- Norm: N > 2,500
Key figures
- Reliability (Cronbach's alpha): .87
- Norm: N > 2,500
Social
This motive describes the need to work with people in the context of one's professional activities and to have a positive impact on individuals or the community.
Key figures
- Reliability (Cronbach's alpha): .86
- Norm: N > 2,500
Key figures
- Reliability (Cronbach's alpha): .86
- Norm: N > 2,500
Privacy
This motive describes the need to achieve material security through professional activity and to lay the foundation for as fulfilling a private life as possible.
Key figures
- Reliability (Cronbach's alpha): .91
- Norm: N > 2,500
Key figures
- Reliability (Cronbach's alpha): .91
- Norm: N > 2,500
cognitive skills
Spelling
Calculate
Ability to perform the four basic arithmetic operations, including fractions, percentages, and the rule of three.
Key figures
- Reliability (Cronbach's alpha): .90
- Construct validity: Analytical thinking 0.52; Verbal analysis .35; Numerical analysis .50; Figural analysis .40; Spelling 0.40
- Norm: N > 1,900
Key figures
- Reliability (Cronbach's alpha): .90
- Construct validity: Analytical thinking 0.52; Verbal analysis .35; Numerical analysis .50; Figural analysis .40; Spelling 0.40
- Norm: N > 1,900
Figurative
reasoning
reasoning
People with strong logical-analytical thinking skills in verbal representations have very good spatial awareness and are able to establish logical-analytical relationships, recognize underlying patterns, and draw logical conclusions from them at a level well above average when it comes to figurative representations.
Key figures
- Reliability (Cronbach's alpha): .85
- Construct validity: Numerical analysis .40; Verbal analysis .34
- Criterion validity: School leaving certificate .26
- Norm: N > 4,500
Key figures
- Reliability (Cronbach's alpha): .85
- Construct validity: Numerical analysis .40; Verbal analysis .34
- Criterion validity: School leaving certificate .26
- Norm: N > 4,500
Verbal
reasoning
reasoning
People with strong logical-analytical thinking skills in the linguistic domain have a very well-developed understanding of language. They are exceptionally good at establishing logical-analytical relationships between concepts, recognizing underlying patterns, and drawing logical conclusions from them.
Key figures
- Reliability (Cronbach's alpha): Analogies: .90; - Commonalities: .80
- Construct validity: Figural analysis .34; Numerical analysis .35
- Criterion validity: School leaving certificate .26
- Norm: N > 4,900
Numeric
Reasoning
Reasoning
People with strong logical-analytical thinking skills when it comes to numbers have a very well-developed understanding of numbers. They are exceptionally good at establishing logical-analytical relationships between numbers or number sequences, recognizing underlying patterns, and drawing logical conclusions from them.
Key figures
- Reliability (Cronbach's alpha): Number sequences: .88; Arithmetic symbols: 84
- Construct validity: Figural analysis .40; Verbal analysis .35
- Criterion validity: School leaving certificate .29
- Norm: N > 5,300
Key figures
- Reliability (Cronbach's alpha): Number sequences: .88; Arithmetic symbols: 84
- Construct validity: Figural analysis .40; Verbal analysis .35
- Criterion validity: School leaving certificate .29
- Norm: N > 5,300
Reasoning
People with strong logical-analytical thinking skills are exceptionally good at establishing logical-analytical relationships, recognizing underlying patterns, and drawing logical conclusions from them.
Analytical thinking is the total value of the skills of figural, numerical, and verbal analytical thinking.
Key figures
- Reliability: .97
- Criterion validity: School leaving certificate .36
- Norm: N > 4,200
Key figures
- Reliability: .97
- Criterion validity: School leaving certificate .36
- Norm: N > 4,200
NEW
Planning
Ability to plan tasks effectively and proactively, set priorities, and organize processes and resources within one’s area of responsibility in a targeted manner.
Please note!
This skill is currently still in the beta phase, which means that no parameters or standardization are available yet. The results are displayed as raw values.
Social skills
Persua-
siveness
siveness
We describe persuasiveness through the poles of charisma and objectivity.
Charisma: Being emotionally persuasive and engaging in social interactions.
Objectivity: Acting objectively and rationally in social interactions.
Key figures
- Reliability (Cronbach's alpha): .86
- Norm: N > 4,700
Charisma: Being emotionally persuasive and engaging in social interactions.
Objectivity: Acting objectively and rationally in social interactions.
Key figures
- Reliability (Cronbach's alpha): .86
- Norm: N > 4,700
Empathy
We describe empathy using the poles of empathy and emotional independence.
Empathy: Feeling and understanding other people's feelings.
Emotional independence: Distancing oneself from other people's feelings and emotions and focusing on oneself.
Key figures
- Reliability (Cronbach's alpha): .79
- Norm: N > 4.000
Conflict
behaviour
behaviour
We describe conflict behavior using the poles of conflict strength and agreeableness.
Conflict strength: Addressing controversial, conflict-laden topics openly, objectively, and sustainably, and expressing oneself clearly and constructively.
Agreeableness: Acting considerately and cautiously in conflict situations and, when in doubt, avoiding conflicts to avoid hurting others' feelings.
Key figures
- Reliability (Cronbach's Alpha): .85
- Norm: N > 3,700
Team
orientation
orientation
We describe team orientation using the poles of autonomy and cooperation.
Cooperation: Proactively contributing to team processes.
Independence: Managing work tasks independently of others.
Key figures
- Reliability (Cronbach's Alpha): .73
- Norm: N > 7,000
Extraversion
We describe extraversion using the poles of introversion and extraversion.
Extraversion: Being sociable, active, talkative, people-oriented, warm, optimistic, and cheerful. Having a wide range of interests, needing variety, and enjoying new challenges. Feeling comfortable around people, enjoying being the center of attention, and maintaining many social contacts. Being open and uncomplicated toward others.
Introversion: Calm, rather introverted, reserved, and likes to be in the background. Prefers reliability and familiar routines to variety and the unfamiliar. Prefers to be alone rather than seek contact with others.
Please note: The skills of extraversion and sociability overlap in terms of content. Social skills focus exclusively on the tendency to actively seek out social contact. Extraversion also includes the components of warmth and activity/thrill-seeking.
Key figures
- Reliability (Cronbach's alpha): .81
- Norm: N > 2,300
Extraversion: Being sociable, active, talkative, people-oriented, warm, optimistic, and cheerful. Having a wide range of interests, needing variety, and enjoying new challenges. Feeling comfortable around people, enjoying being the center of attention, and maintaining many social contacts. Being open and uncomplicated toward others.
Introversion: Calm, rather introverted, reserved, and likes to be in the background. Prefers reliability and familiar routines to variety and the unfamiliar. Prefers to be alone rather than seek contact with others.
Please note: The skills of extraversion and sociability overlap in terms of content. Social skills focus exclusively on the tendency to actively seek out social contact. Extraversion also includes the components of warmth and activity/thrill-seeking.
Key figures
- Reliability (Cronbach's alpha): .81
- Norm: N > 2,300
Contact
behaviour
behaviour
We describe contact behavior using the poles of self-sufficiency and contact strength.
Contact strength: Feeling comfortable among people and maintaining many social contacts.
Self-sufficiency: Preferring to be alone rather than seeking contact with others.
Please note: The skills of extraversion and contact strength overlap in terms of content. Contact strength focuses exclusively on the tendency to actively seek out social contact. Extraversion also includes the components of warmth and activity/thrill seeking.
Key figures
- Reliability (Cronbach's alpha): .92
- Criterion validity: .45 (goal achievement); .31 (closing commission); .37 (self-assessment of sales success) - Construct validity: Personal impact .69; Will to succeed .56; Assertiveness .56; Sensitivity .49; Closing strength .39
- Norm: N > 6,700
Contact strength: Feeling comfortable among people and maintaining many social contacts.
Self-sufficiency: Preferring to be alone rather than seeking contact with others.
Please note: The skills of extraversion and contact strength overlap in terms of content. Contact strength focuses exclusively on the tendency to actively seek out social contact. Extraversion also includes the components of warmth and activity/thrill seeking.
Key figures
- Reliability (Cronbach's alpha): .92
- Criterion validity: .45 (goal achievement); .31 (closing commission); .37 (self-assessment of sales success) - Construct validity: Personal impact .69; Will to succeed .56; Assertiveness .56; Sensitivity .49; Closing strength .39
- Norm: N > 6,700
Asser-
tiveness
tiveness
We describe assertiveness through the poles of assertiveness and respect.
Assertiveness: Asserting one's own goals, interests, and opinions in social interactions for one's own benefit and also against the interests and opinions of others.
Respect: Putting one's own goals, interests, and opinions aside in social interactions in order to respond to the needs and interests of others.
Key figures
- Reliability (Cronbach's alpha): .84
- Criterion validity: .33 (goal achievement); .20 (closing commission); .58 (self-assessment of sales success) - Construct validity: Personal impact .73; Will to succeed .63; Contact strength .56; Closing strength .52; Sensitivity .32
- Norm: N > 10,000
Assertiveness: Asserting one's own goals, interests, and opinions in social interactions for one's own benefit and also against the interests and opinions of others.
Respect: Putting one's own goals, interests, and opinions aside in social interactions in order to respond to the needs and interests of others.
Key figures
- Reliability (Cronbach's alpha): .84
- Criterion validity: .33 (goal achievement); .20 (closing commission); .58 (self-assessment of sales success) - Construct validity: Personal impact .73; Will to succeed .63; Contact strength .56; Closing strength .52; Sensitivity .32
- Norm: N > 10,000
Sales potential
index
index
Indicates the probability of success in a sales role. The sales potential index ranges from 0 (not suited to sales roles) to 100 (best possible suitability for sales roles). It is calculated on the basis of a correlation between certain skills and proven sales success, as determined in various samples.
Key figures
- Reliability of the underlying skills (Cronbach's alpha): .> .80
- Criterion validities (N between 30 and 300): Self-assessment of sales success .65; performer level (various performance indices) .56; target achievement .40; acquisition interview assessment center .36; closing commission .26. All values are significant at a minimum level of 5%.
- Norm: N > 9.100
Key figures
- Reliability of the underlying skills (Cronbach's alpha): .> .80
- Criterion validities (N between 30 and 300): Self-assessment of sales success .65; performer level (various performance indices) .56; target achievement .40; acquisition interview assessment center .36; closing commission .26. All values are significant at a minimum level of 5%.
- Norm: N > 9.100
Customer
orientation
orientation
We describe customer orientation through the poles of product focus and customer focus.
Product focus: Conduct customer conversations based on the products and services offered.
Customer focus: Conduct customer conversations based on the customer's needs. Please note This skill is only suitable for candidates who have contact with customers (e.g., in sales or service). For candidates whose work is focused on internal company matters (e.g., in organization or accounting) and for whom internal customer orientation is to be assessed, please use the service orientation skill.
Key figures
- Reliability (Cronbach's alpha): .84
- Norm: N > 1,800
Product focus: Conduct customer conversations based on the products and services offered.
Customer focus: Conduct customer conversations based on the customer's needs. Please note This skill is only suitable for candidates who have contact with customers (e.g., in sales or service). For candidates whose work is focused on internal company matters (e.g., in organization or accounting) and for whom internal customer orientation is to be assessed, please use the service orientation skill.
Key figures
- Reliability (Cronbach's alpha): .84
- Norm: N > 1,800
Service
orientation
orientation
We describe service orientation through the poles of product focus and customer focus.
Product focus: Conducting discussions with internal customers based on the products and services offered.
Customer focus: Conducting conversations with internal customers based on the customer's needs.
Please note
This skill is only suitable for candidates who have internal customers (such as employees in the organization or in accounting) and who have no direct contact with external customers (such as employees in sales or service).
For candidates whose work is focused on external customers (e.g., in sales or service) and for whom external customer focus is to be assessed, please use the Customer Focus skill.
Key figures
- Reliability (Cronbach's alpha): .85
- Norm: N > 1,200
Key figures
- Reliability (Cronbach's alpha): .85
- Norm: N > 1,200
Extraversion-
B5
B5
The big five skill of extraversion comprises six facets: activity, assertiveness, thirst for experience, sociability, happiness, and warmth.
In the results report, each of these facets is described with the extreme characteristics listed below at both poles for interpretation purposes; results-related individual interpretation texts are not available. Interview guides and development tips are also not available for any of the long forms of the Big Five skills. An overall value for extraversion is not given, as the long form of this skill is intended to provide detailed insight into the individual facets. If you would like to determine an overall score for extraversion, please use the short form of the skill (extraversion), which also allows you to access an interview guide and development tips.
(1) Activity: Calm: Likes to take time out, needs peace and quiet to relax, prefers to leave the initiative to others. Active: Taking the initiative, being constantly active, and having a strong entrepreneurial spirit.
(2) Assertiveness: Considerate: Preferring to stay in the background, leaving leadership and responsibility to others, and putting their own interests and goals on hold. Assertive: Like to take on leadership and responsibility, pursue their own goals with determination and confidence, and be decisive.
(3) Hunger for experience: Calm: Prefer reliability and familiar routines (including at work), feel uncomfortable with new or unfamiliar things, and prefer predictability and clarity. Hungry for adventure: Always looking for stimulation or excitement, seeking intense stimuli and feelings, and accepting risks and dangers in the process.
(4) Sociability: Withdrawn: Prefer to be alone, feel uncomfortable in large groups and around unfamiliar people, do not actively seek contact with others. Sociable: Actively seeks contact with other people, enjoys spending time in the company of others, feels comfortable in the presence of other people.
(5) Experience of happiness: Controlled: Unemotional, rather serious, uniform, controlled, few positive emotions. Enthusiastic: Exuberant, enthusiastic, good-humored, likes to laugh, infects others with cheerfulness.
(6) Warmth: Distant: Reserved and cautious, rather formal, businesslike, and distant, finds it difficult to connect with other people. Warm: Sociable, amiable, and warm; good at establishing interpersonal closeness, interested in the personal side of other people (including at work).
Key figures
- Reliability (Cronbach's alpha): Activity: 0.73 Assertiveness: 0.81 Thirst for experience: 0.84 Sociability: 0.78 Experience of happiness: 0.88 Warmth: 0.78
- Norms: N > 1,000
In the results report, each of these facets is described with the extreme characteristics listed below at both poles for interpretation purposes; results-related individual interpretation texts are not available. Interview guides and development tips are also not available for any of the long forms of the Big Five skills. An overall value for extraversion is not given, as the long form of this skill is intended to provide detailed insight into the individual facets. If you would like to determine an overall score for extraversion, please use the short form of the skill (extraversion), which also allows you to access an interview guide and development tips.
(1) Activity: Calm: Likes to take time out, needs peace and quiet to relax, prefers to leave the initiative to others. Active: Taking the initiative, being constantly active, and having a strong entrepreneurial spirit.
(2) Assertiveness: Considerate: Preferring to stay in the background, leaving leadership and responsibility to others, and putting their own interests and goals on hold. Assertive: Like to take on leadership and responsibility, pursue their own goals with determination and confidence, and be decisive.
(3) Hunger for experience: Calm: Prefer reliability and familiar routines (including at work), feel uncomfortable with new or unfamiliar things, and prefer predictability and clarity. Hungry for adventure: Always looking for stimulation or excitement, seeking intense stimuli and feelings, and accepting risks and dangers in the process.
(4) Sociability: Withdrawn: Prefer to be alone, feel uncomfortable in large groups and around unfamiliar people, do not actively seek contact with others. Sociable: Actively seeks contact with other people, enjoys spending time in the company of others, feels comfortable in the presence of other people.
(5) Experience of happiness: Controlled: Unemotional, rather serious, uniform, controlled, few positive emotions. Enthusiastic: Exuberant, enthusiastic, good-humored, likes to laugh, infects others with cheerfulness.
(6) Warmth: Distant: Reserved and cautious, rather formal, businesslike, and distant, finds it difficult to connect with other people. Warm: Sociable, amiable, and warm; good at establishing interpersonal closeness, interested in the personal side of other people (including at work).
Key figures
- Reliability (Cronbach's alpha): Activity: 0.73 Assertiveness: 0.81 Thirst for experience: 0.84 Sociability: 0.78 Experience of happiness: 0.88 Warmth: 0.78
- Norms: N > 1,000
Compatibility-
B5
B5
The big five skill of agreeableness comprises six facets: altruism, modesty, accommodation, candor, kindness, and trust.
In the results report, each of these facets is described with the extreme characteristics listed below at both poles for interpretation purposes; results-related individual interpretation texts are not available. Interview guides and development tips are also not available for all long forms of the Big Five skills. An overall value for agreeableness is not given, as the long form of this skill is intended to provide detailed insight into the individual facets.
If you would like to determine an overall score for agreeableness, please use the short form of the skill (agreeableness), which also allows you to access an interview guide and development tips.
(1) Altruism: Selfish: Selfish, only caring about oneself, not taking responsibility for others, not supporting or helping others. Kind-hearted: Helpful and kind-hearted, generous, caring for and looking after other people, being there for others and helping them.
(2) Modesty: Boastful: Likes to talk about their own deeds and successes, embellishes them and presents themselves as particularly positive and successful. Modest: Does not like to be in the spotlight even when performing well, tends to downplay their own successes and finds them embarrassing.
(3) Accommodating: Aggressive: Competitive and confrontational, does not shy away from arguments, resolves conflicts immediately and directly, is not burdened by conflicts. Considerate: Feels uncomfortable with anger and conflict; avoids arguments and, when in doubt, prefers to give in, approach others and forgive, address criticism very cautiously at best.
(4) Frankness: Manipulative: Willing to manipulate, trick, and strategize to gain personal advantage, convinced of the necessity to do so. Sincere: Sincere, open, and straightforward without manipulation; honest but not hurtful.
(5) Kindness: Insensitive: Realistic and unsentimental, little sensitivity to other people and their emotional state, little consideration for the needs of others, unwilling to make concessions. Sensitive: Sensitive, considerate, particularly empathetic and compassionate, considerate of the needs of others, willing to put one's own desires aside.
(6) Trust: Suspicious: Critical, suspicious, misanthropic, convinced of the bad in people, fundamentally assuming dishonest intentions. Good-natured: Innocent, friendly, carefree, assuming positive intentions, trusting.
Key figures
- Reliability (Cronbach's alpha): Altruism: 0.75 Modesty: 0.74 Accommodating: 0.73 Frankness: 0.76 Kindness: 0.74 Trust: 0.78
- Norms: N > 500
In the results report, each of these facets is described with the extreme characteristics listed below at both poles for interpretation purposes; results-related individual interpretation texts are not available. Interview guides and development tips are also not available for all long forms of the Big Five skills. An overall value for agreeableness is not given, as the long form of this skill is intended to provide detailed insight into the individual facets.
If you would like to determine an overall score for agreeableness, please use the short form of the skill (agreeableness), which also allows you to access an interview guide and development tips.
(1) Altruism: Selfish: Selfish, only caring about oneself, not taking responsibility for others, not supporting or helping others. Kind-hearted: Helpful and kind-hearted, generous, caring for and looking after other people, being there for others and helping them.
(2) Modesty: Boastful: Likes to talk about their own deeds and successes, embellishes them and presents themselves as particularly positive and successful. Modest: Does not like to be in the spotlight even when performing well, tends to downplay their own successes and finds them embarrassing.
(3) Accommodating: Aggressive: Competitive and confrontational, does not shy away from arguments, resolves conflicts immediately and directly, is not burdened by conflicts. Considerate: Feels uncomfortable with anger and conflict; avoids arguments and, when in doubt, prefers to give in, approach others and forgive, address criticism very cautiously at best.
(4) Frankness: Manipulative: Willing to manipulate, trick, and strategize to gain personal advantage, convinced of the necessity to do so. Sincere: Sincere, open, and straightforward without manipulation; honest but not hurtful.
(5) Kindness: Insensitive: Realistic and unsentimental, little sensitivity to other people and their emotional state, little consideration for the needs of others, unwilling to make concessions. Sensitive: Sensitive, considerate, particularly empathetic and compassionate, considerate of the needs of others, willing to put one's own desires aside.
(6) Trust: Suspicious: Critical, suspicious, misanthropic, convinced of the bad in people, fundamentally assuming dishonest intentions. Good-natured: Innocent, friendly, carefree, assuming positive intentions, trusting.
Key figures
- Reliability (Cronbach's alpha): Altruism: 0.75 Modesty: 0.74 Accommodating: 0.73 Frankness: 0.76 Kindness: 0.74 Trust: 0.78
- Norms: N > 500
Agreea-
bleness
bleness
We describe agreeableness using the poles of agreeableness and autonomy.
Agreeableness: Assuming that other people have positive intentions and being polite, friendly, and carefree. Behaving honestly, considerately, cooperatively, and helpfully (without hurting others). Avoiding arguments and anger and trying to mediate conflicts. Not liking to be in the spotlight and, when in doubt, putting your own needs behind those of other people.
Autonomy: Treating other people with a degree of suspicion and skepticism, as your own life experience has shown that everyone looks out for themselves. Due to this rather skeptical attitude towards others, pursuing your own goals and interests in a roundabout way and according to the motto: "A good ruse at the right time is worth its weight in gold." Does not hide personal achievements and enjoys it when their own successes are recognized by as many others as possible.
Key figures
- Reliability (Cronbach's alpha): .80
- Norm: N > 1,500
Agreeableness: Assuming that other people have positive intentions and being polite, friendly, and carefree. Behaving honestly, considerately, cooperatively, and helpfully (without hurting others). Avoiding arguments and anger and trying to mediate conflicts. Not liking to be in the spotlight and, when in doubt, putting your own needs behind those of other people.
Autonomy: Treating other people with a degree of suspicion and skepticism, as your own life experience has shown that everyone looks out for themselves. Due to this rather skeptical attitude towards others, pursuing your own goals and interests in a roundabout way and according to the motto: "A good ruse at the right time is worth its weight in gold." Does not hide personal achievements and enjoys it when their own successes are recognized by as many others as possible.
Key figures
- Reliability (Cronbach's alpha): .80
- Norm: N > 1,500
Interaction
Style-S
Style-S
We describe interaction style using the poles of social independence and social conformity.
Social independence: Acting independently of social norms or group dynamics, even if this involves taking social risks.
Social conformity: Adapting to social norms and group dynamics in order to avoid mistakes and be accepted.
The interaction style skill is assessed using situational judgments; i.e., candidates evaluate their behavior in various typical professional situations.
Key figures
- Reliability (Cronbach's alpha): .82
- Construct validity: Engagement -.30
- Norm: N > 500
Social independence: Acting independently of social norms or group dynamics, even if this involves taking social risks.
Social conformity: Adapting to social norms and group dynamics in order to avoid mistakes and be accepted.
The interaction style skill is assessed using situational judgments; i.e., candidates evaluate their behavior in various typical professional situations.
Key figures
- Reliability (Cronbach's alpha): .82
- Construct validity: Engagement -.30
- Norm: N > 500
Cooperation
We describe cooperation through the poles of socially constructive behavior and self-centered behavior.
Socially constructive behavior: Cooperative, solution-oriented, and fair attitude when dealing with others.
Self-centered behavior: Attitude oriented toward one's own interests and needs when dealing with others. The skill Cooperation-S is assessed using situational judgments; i.e., candidates evaluate their behavior in various typical professional situations.
Key figures
- Reliability (Cronbach's alpha): .87
- Construct validity: Creative motivation -.43
- Norm: N > 500
Socially constructive behavior: Cooperative, solution-oriented, and fair attitude when dealing with others.
Self-centered behavior: Attitude oriented toward one's own interests and needs when dealing with others. The skill Cooperation-S is assessed using situational judgments; i.e., candidates evaluate their behavior in various typical professional situations.
Key figures
- Reliability (Cronbach's alpha): .87
- Construct validity: Creative motivation -.43
- Norm: N > 500
Personal skills
Will to
succeed
succeed
We describe the will to succeed using the poles of the will to succeed and performance satisfaction.
Will to succeed: Setting high standards for one's own performance and doing everything possible to actually achieve these performance goals.
Performance satisfaction: Accepting one's own performance level and being satisfied with it.
Key figures
- Reliability (Cronbach's alpha): .81
- Criterion validity: .38 (goal achievement); .26 (closing commission); .60 (self-assessment of sales success)
- Construct validity: Assertiveness .63; Personal impact .61; Contact strength .56; Leadership motivation .54; Self-reflection .49; Stress resistance .45; Control .44; Conflict management .43; Self-efficacy .40; Closing strength .39; Persuasiveness .38; Sensitivity .37; Extraversion .31; Empathy .29; Self-confidence .25; Stability .25; Willingness to change .19; Team orientation .17;
- Norm: N > 5,500
Stress-
management
management
We describe stress management through the poles of stress resistance and stress awareness.
Stress resistance: Working effectively even in stressful situations.
Stress awareness: Recognizing one's limits in stressful situations.
Key figures
- Reliability (Cronbach's alpha): .85
- Norm: N > 6,200
Leadership
motivation
motivation
We describe leadership motivation using the poles of leadership motivation and professional motivation.
Leadership motivation: Interest in taking on leadership tasks and responsibilities.
Professional motivation: Interest in further developing one's own professional competence and expertise.
Key figures
- Reliability (Cronbach's alpha): .80
- Norm: N > 2,400
stability
We describe stability through the poles of emotional robustness and sensitivity.
Emotional robustness: Being emotionally stable and balanced throughout.
Sensitivity: Being sensitive, perceptive, and emotional.
Key figures
- Reliability (Cronbach's alpha): .86
- Norm: N > 2,500
Emotional robustness: Being emotionally stable and balanced throughout.
Sensitivity: Being sensitive, perceptive, and emotional.
Key figures
- Reliability (Cronbach's alpha): .86
- Norm: N > 2,500
Self-
Confidence
Confidence
We describe self-confidence through the poles of self-confidence and self-reliance.
Self-confidence: Being convinced of one's own abilities and characteristics.
Self-rerliance: Critically examining one's own abilities and characteristics.
Key figures
- Reliability (Cronbach's alpha): .89 -
Norm: N > 2,400
Self-confidence: Being convinced of one's own abilities and characteristics.
Self-rerliance: Critically examining one's own abilities and characteristics.
Key figures
- Reliability (Cronbach's alpha): .89 -
Norm: N > 2,400
Self-
reflection
reflection
We describe self-reflection through the poles of self-reflection and self-acceptance.
Self-reflection: Continuously critically examining and reflecting on oneself and one's own behavior.
Self-acceptance: Not questioning oneself and one's own behavior.
Key figures
- Reliability (Cronbach's alpha): .80
- Norm: N > 3,500
Self-reflection: Continuously critically examining and reflecting on oneself and one's own behavior.
Self-acceptance: Not questioning oneself and one's own behavior.
Key figures
- Reliability (Cronbach's alpha): .80
- Norm: N > 3,500
Readiness
for change
for change
We describe openness to change using the poles of innovation orientation and constancy.
Innovation orientation: Liking innovative approaches and change.
Constancy: Relying on tried-and-tested procedures and experience.
Key figures
- Reliability (Cronbach's alpha): .82
- Norm: N > 7,000
Innovation orientation: Liking innovative approaches and change.
Constancy: Relying on tried-and-tested procedures and experience.
Key figures
- Reliability (Cronbach's alpha): .82
- Norm: N > 7,000
Physical
Resilience
Resilience
We describe physical resilience through the poles of robustness and mindfulness.
Robustness: Physical performance, energy and endurance even during and after intensive and strenuous work phases.
Mindfulness: During and after intensive and strenuous work phases, paying closer attention to physical signals and requiring more or longer rest periods to regenerate performance and energy.
Key figures
- Reliability (Cronbach's alpha): .82
- Construct validity: management confidence .54; will to succeed .50; management determination .48; assertiveness . 43; sensitivity .12
- Norm: N > 2,000
Robustness: Physical performance, energy and endurance even during and after intensive and strenuous work phases.
Mindfulness: During and after intensive and strenuous work phases, paying closer attention to physical signals and requiring more or longer rest periods to regenerate performance and energy.
Key figures
- Reliability (Cronbach's alpha): .82
- Construct validity: management confidence .54; will to succeed .50; management determination .48; assertiveness . 43; sensitivity .12
- Norm: N > 2,000
Market focus
We describe market focus through the poles market focus and company focus.
Market focus: Recognising market opportunities, keeping track of market developments and exploiting them profitably.
Company focus: Concentrating on internal company developments and products.
Key figures
- Reliability (Cronbach's alpha): .88
- Construct validity: helicopter view .62; personal impact .62; Assertiveness .59; Will to succeed .57; Management determination .55; Management confidence .54; Contact strength .52; Visionary mindset .51; Resilience .43
- Criterion validity: People in management positions (board members/managing directors and F1 executives) achieve significantly higher scores in market focus than a comparison group of other executives.
- Norm: N > 2,000
Helicopter
view
view
We describe helicopter view through pole focus view and helicopter view.
Focus view: Focusing on specific pieces of information in complex situations with a high density of information.
Helicopter view: Detaching oneself from details in complex situations with a high density of information and focusing on the big picture behind the diversity of information.
Key figures
- Reliability (Cronbach's alpha): .80
- Construct validity: Enforcement .63, market focus .62; management confidence .56; will to succeed .54; resilience .49; contact strength .48; management determination .43
- Criterion validity: People in management positions (board members/managing directors and F1 executives) achieve significantly higher scores in helicopter view than a comparison group of other managers and employees.
Norm: N > 2,300
Focus view: Focusing on specific pieces of information in complex situations with a high density of information.
Helicopter view: Detaching oneself from details in complex situations with a high density of information and focusing on the big picture behind the diversity of information.
Key figures
- Reliability (Cronbach's alpha): .80
- Construct validity: Enforcement .63, market focus .62; management confidence .56; will to succeed .54; resilience .49; contact strength .48; management determination .43
- Criterion validity: People in management positions (board members/managing directors and F1 executives) achieve significantly higher scores in helicopter view than a comparison group of other managers and employees.
Norm: N > 2,300
Management
confidence
confidence
We describe management confidence using the poles of management confidence and management caution.
Management confidence: Taking responsibility even in uncertain situations.
Management caution: Securing decisions and acting cautiously in uncertain situations.
Key figures
- Reliability (Cronbach's alpha): .87
- Construct validity: Personal impact .58; assertiveness .57, helicopter view .56; market focus .54; Resilience .53; Will to succeed .52; Contact strength .51; Closing strength .49;
- Criterion validity: People in management positions (board members/managing directors and F1 executives) achieve significantly higher scores in management confidence than a comparison group of other managers and employees.
- Norm: N > 2,000
Management confidence: Taking responsibility even in uncertain situations.
Management caution: Securing decisions and acting cautiously in uncertain situations.
Key figures
- Reliability (Cronbach's alpha): .87
- Construct validity: Personal impact .58; assertiveness .57, helicopter view .56; market focus .54; Resilience .53; Will to succeed .52; Contact strength .51; Closing strength .49;
- Criterion validity: People in management positions (board members/managing directors and F1 executives) achieve significantly higher scores in management confidence than a comparison group of other managers and employees.
- Norm: N > 2,000
Action
orientation
orientation
We describe action orientation through the poles of risk orientation and security orientation.
Risk orientation: Making decisions quickly and possibly without sufficient risk assessment and taking appropriate actions and measures.
Security orientation: Making decisions and possibly resulting measures only after lengthy consideration and meticulous problem analysis.
Key figures
- Reliability (Cronbach's alpha): .80
- Construct validity: Assertiveness .52; management confidence .47; visionary mindset .45; personal impact .43; interpersonal skills .39; determination to succeed .39; market focus .37.
- Norm: N > 3,600
Key figures
- Reliability (Cronbach's alpha): .80
- Construct validity: Assertiveness .52; management confidence .47; visionary mindset .45; personal impact .43; interpersonal skills .39; determination to succeed .39; market focus .37.
- Norm: N > 3,600
Integrity
Integrity encompasses the personality-related foundations of counterproductive behavior that is damaging to the company. Behavior that damages the company refers to behavior that harms the company directly (e.g., through absenteeism or violations of working hours, theft, intentional reduction in performance) or indirectly through other company employees (e.g., through bullying, endangering others, informing on others, stealing). Please note that, like all other skills, the integrity skill can only measure behavioral probabilities. A person who scores low on this skill does not necessarily exhibit behavior that is damaging to the company or is unethical or unreliable.
Key figures
- Reliability (Cronbach's alpha): .91
- Validity: 0.46 (correlation between integrity and self-reported behavior harmful to the company in the last 3 years).
- Norm: N > 600
Key figures
- Reliability (Cronbach's alpha): .91
- Validity: 0.46 (correlation between integrity and self-reported behavior harmful to the company in the last 3 years).
- Norm: N > 600
Emotional
Stability-B5
Stability-B5
The big five skill emotional stability comprises the six facets of anxiety, depression, impulsivity, social awkwardness, irritability, and vulnerability.
In the results report, each of these facets is described with the extreme characteristics listed below at both poles for interpretation purposes; results-related individual interpretation texts are not available. Interview guides and development tips are also not available for all long forms of the Big Five skills.
An overall score for emotional stability is not provided, as the long form of this skill is intended to provide detailed insight into the individual facets. If you would like to determine an overall score for emotional stability, please use the short form of the skill (stability), which also allows you to access an interview guide and development tips.
(1) Anxiety: Calm: Relaxed, carefree, not anxious even in unfamiliar situations. Anxious: Anxious, tense, fearful, worried, avoiding unfamiliar situations and challenges.
(2) Depression: Balanced: Free from self-doubt and negative feelings. Depressed: Discouraged, sad, downcast, paralyzed, hardly any positive emotions, powerless.
(3) Impulsivity: Controlled: Able to delay desires and rewards. Impulsive: Prone to addictions and temptations, poor impulse control, unable to resist one's own desires.
(4) Social awkwardness: Carefree: Insensitive to embarrassing situations, no fear of making mistakes or embarrassing oneself in the presence of others. Insecure: Self-conscious in company, feeling inferior, fear of being ridiculed or mocked, fear of embarrassing oneself, quick to feel ashamed.
(5) Irritability: Insensitive: Balanced, calm, not easily ruffled, stable in conflicts, insensitive. Irritable: Nervous, excitable, restless, sensitive to criticism, thin-skinned.
(6) Vulnerability: Resilient: Copes positively with stressful situations, perseveres in such situations and remains effective, thick-skinned, difficult to upset. Vulnerable: Susceptible to stress, time or task pressure, less effective in stressful situations, easily discouraged or upset.
Key figures
- Reliability (Cronbach's alpha): Anxiety: 0.84 Depression: 0.92 Impulsivity: 0.71 Social awkwardness: 0.70 Irritability: 0.85 Vulnerability: 0.85
- Norms: N > 800
In the results report, each of these facets is described with the extreme characteristics listed below at both poles for interpretation purposes; results-related individual interpretation texts are not available. Interview guides and development tips are also not available for all long forms of the Big Five skills.
An overall score for emotional stability is not provided, as the long form of this skill is intended to provide detailed insight into the individual facets. If you would like to determine an overall score for emotional stability, please use the short form of the skill (stability), which also allows you to access an interview guide and development tips.
(1) Anxiety: Calm: Relaxed, carefree, not anxious even in unfamiliar situations. Anxious: Anxious, tense, fearful, worried, avoiding unfamiliar situations and challenges.
(2) Depression: Balanced: Free from self-doubt and negative feelings. Depressed: Discouraged, sad, downcast, paralyzed, hardly any positive emotions, powerless.
(3) Impulsivity: Controlled: Able to delay desires and rewards. Impulsive: Prone to addictions and temptations, poor impulse control, unable to resist one's own desires.
(4) Social awkwardness: Carefree: Insensitive to embarrassing situations, no fear of making mistakes or embarrassing oneself in the presence of others. Insecure: Self-conscious in company, feeling inferior, fear of being ridiculed or mocked, fear of embarrassing oneself, quick to feel ashamed.
(5) Irritability: Insensitive: Balanced, calm, not easily ruffled, stable in conflicts, insensitive. Irritable: Nervous, excitable, restless, sensitive to criticism, thin-skinned.
(6) Vulnerability: Resilient: Copes positively with stressful situations, perseveres in such situations and remains effective, thick-skinned, difficult to upset. Vulnerable: Susceptible to stress, time or task pressure, less effective in stressful situations, easily discouraged or upset.
Key figures
- Reliability (Cronbach's alpha): Anxiety: 0.84 Depression: 0.92 Impulsivity: 0.71 Social awkwardness: 0.70 Irritability: 0.85 Vulnerability: 0.85
- Norms: N > 800
Conscien-
tiousness-B5
tiousness-B5
The big five skill conscientiousness comprises the six facets of prudence, competence, achievement motivation, orderliness, sense of duty, and self-discipline.
In the results report, each of these facets is described with the extreme characteristics listed below at both poles for interpretation purposes; results-related individual interpretation texts are not available. Interview guides and development tips are also not available for all long forms of the Big Five skills. An overall value for conscientiousness is not given, as the long form of this skill is intended to provide detailed insight into the individual facets.
If you would like to determine an overall score for extraversion, please use the short form of the skill (extraversion), which also allows you to access an interview guide and development tips.
(1) Prudence: Spontaneous: Acting spontaneously, often without thinking, acting on a feeling or intuition without careful analysis, tendency to make risky and daring decisions. Prudent: Thoroughly weighing decisions, making detailed plans before starting anything, leaving nothing to chance, in case of doubt, preferring to pass up an opportunity rather than take too high a risk.
(2) Competence: Insecure: Doubting one's own abilities, insecure, attributing mistakes and failures to oneself, overly self-critical. Self-confident: Convinced of one's own abilities, capable, self-assured, confident in one's own decisions.
(3) Striving for achievement: Satisfied: Low performance orientation, low expectations, no ambitious goals, satisfied even if one's own plans and goals are not achieved/implemented. Ambitious: Ambitious, persistent, tenacious, sets challenging goals, performance-oriented, strives for continuous improvement.
(4) Love of order: Chaotic: Poorly organized, does not pay attention to details and trivialities and considers them unimportant, tendency toward chaos. Fussy: Well organized, methodical, and precise to the point of fussiness.
(5) Sense of duty: Opportunistic: Letting things slide when it benefits oneself, interpreting rules and moral standards generously to suit one's own interests. Dutiful: Accepting rules and moral standards and adhering to them, even if this is to one's own disadvantage.
(6) Self-discipline: Fickle: Losing interest when something becomes more difficult or tedious, preferring to start something new, procrastinating. Unyielding: Being unyielding with oneself, sticking with it, seeing things through to the end, keeping agreements and resolutions.
Key figures
- Reliability (Cronbach's alpha): Prudence: 0.74 Competence: 0.78 Striving for achievement: 0.76 Love of order: 0.80 Duty-consciousness: 0.84 Self-discipline: 0.80
- Norms: N > 700
In the results report, each of these facets is described with the extreme characteristics listed below at both poles for interpretation purposes; results-related individual interpretation texts are not available. Interview guides and development tips are also not available for all long forms of the Big Five skills. An overall value for conscientiousness is not given, as the long form of this skill is intended to provide detailed insight into the individual facets.
If you would like to determine an overall score for extraversion, please use the short form of the skill (extraversion), which also allows you to access an interview guide and development tips.
(1) Prudence: Spontaneous: Acting spontaneously, often without thinking, acting on a feeling or intuition without careful analysis, tendency to make risky and daring decisions. Prudent: Thoroughly weighing decisions, making detailed plans before starting anything, leaving nothing to chance, in case of doubt, preferring to pass up an opportunity rather than take too high a risk.
(2) Competence: Insecure: Doubting one's own abilities, insecure, attributing mistakes and failures to oneself, overly self-critical. Self-confident: Convinced of one's own abilities, capable, self-assured, confident in one's own decisions.
(3) Striving for achievement: Satisfied: Low performance orientation, low expectations, no ambitious goals, satisfied even if one's own plans and goals are not achieved/implemented. Ambitious: Ambitious, persistent, tenacious, sets challenging goals, performance-oriented, strives for continuous improvement.
(4) Love of order: Chaotic: Poorly organized, does not pay attention to details and trivialities and considers them unimportant, tendency toward chaos. Fussy: Well organized, methodical, and precise to the point of fussiness.
(5) Sense of duty: Opportunistic: Letting things slide when it benefits oneself, interpreting rules and moral standards generously to suit one's own interests. Dutiful: Accepting rules and moral standards and adhering to them, even if this is to one's own disadvantage.
(6) Self-discipline: Fickle: Losing interest when something becomes more difficult or tedious, preferring to start something new, procrastinating. Unyielding: Being unyielding with oneself, sticking with it, seeing things through to the end, keeping agreements and resolutions.
Key figures
- Reliability (Cronbach's alpha): Prudence: 0.74 Competence: 0.78 Striving for achievement: 0.76 Love of order: 0.80 Duty-consciousness: 0.84 Self-discipline: 0.80
- Norms: N > 700
Openness-B5
The Big Five skill Openness comprises six facets: aesthetics, imagination, emotions, actions, ideas, and norms and values.
In the results report, each of these facets is described with the extreme characteristics at both poles listed below for interpretation purposes; results-related individual interpretation texts are not available. Interview guides and development tips are also not available for any of the long forms of the Big Five skills. An overall value for openness is not given, as the long form of this skill is intended to provide detailed insight into the individual facets.
If you would like to determine an overall value for openness, please use the short form of the skill (openness), which also allows you to access an interview guide and development tips.
(1) Openness to aesthetics: Culturally uninterested: Not interested in culture and not very interested in music, painting, literature, etc. Culturally open-minded: View culture (art, painting, music) as an important part of life; able to immerse yourself in works of art and lose yourself in them. (
2) Openness to imagination: Pragmatic: View daydreaming, visions, and unusual ideas as a waste of time. Imaginative: Have a lively, creative imagination and a penchant for thought experiments and visions; indulge in daydreaming.
(3) Openness to feelings: Sober: Pay little attention to feelings; be fact-oriented and objective; pay little attention to one's own moods and emotions. Emotional: Emotionally expressive, strongly influenced by moods and emotions, experiencing positive and negative feelings particularly intensely.
(4) Openness to actions: Traditional: Sticking to habits, preferring routine and the familiar, being critical of change. Open-minded: Loving variety, finding new and unknown things as well as change appealing and positive.
(5) Openness to ideas: One-sided: Limited range of interests, little interest in abstract questions, hardly open to new ideas and the unknown. Versatile: Interested, curious, eager to learn, open-minded, interested in hypothetical questions.
(6) Openness to norms and values: Conservative: Conventional, conservative, oriented toward fixed moral and ethical principles with clear guidelines, trusting of authority. Nonconformist: Open to unfamiliar ideas and belief systems, questioning generally accepted values and norms, tendency toward rebellious and oppositional behavior, nonconformist, skeptical of social rules.
Key figures
- Reliability (Cronbach's alpha): Aesthetics: 0.86 Imagination: 0.74 Feelings: 0.80 Actions: 0.79 Ideas: 0.70 Norms and values: 0.75
- Norms: N > 500
In the results report, each of these facets is described with the extreme characteristics at both poles listed below for interpretation purposes; results-related individual interpretation texts are not available. Interview guides and development tips are also not available for any of the long forms of the Big Five skills. An overall value for openness is not given, as the long form of this skill is intended to provide detailed insight into the individual facets.
If you would like to determine an overall value for openness, please use the short form of the skill (openness), which also allows you to access an interview guide and development tips.
(1) Openness to aesthetics: Culturally uninterested: Not interested in culture and not very interested in music, painting, literature, etc. Culturally open-minded: View culture (art, painting, music) as an important part of life; able to immerse yourself in works of art and lose yourself in them. (
2) Openness to imagination: Pragmatic: View daydreaming, visions, and unusual ideas as a waste of time. Imaginative: Have a lively, creative imagination and a penchant for thought experiments and visions; indulge in daydreaming.
(3) Openness to feelings: Sober: Pay little attention to feelings; be fact-oriented and objective; pay little attention to one's own moods and emotions. Emotional: Emotionally expressive, strongly influenced by moods and emotions, experiencing positive and negative feelings particularly intensely.
(4) Openness to actions: Traditional: Sticking to habits, preferring routine and the familiar, being critical of change. Open-minded: Loving variety, finding new and unknown things as well as change appealing and positive.
(5) Openness to ideas: One-sided: Limited range of interests, little interest in abstract questions, hardly open to new ideas and the unknown. Versatile: Interested, curious, eager to learn, open-minded, interested in hypothetical questions.
(6) Openness to norms and values: Conservative: Conventional, conservative, oriented toward fixed moral and ethical principles with clear guidelines, trusting of authority. Nonconformist: Open to unfamiliar ideas and belief systems, questioning generally accepted values and norms, tendency toward rebellious and oppositional behavior, nonconformist, skeptical of social rules.
Key figures
- Reliability (Cronbach's alpha): Aesthetics: 0.86 Imagination: 0.74 Feelings: 0.80 Actions: 0.79 Ideas: 0.70 Norms and values: 0.75
- Norms: N > 500
Openness
We describe openness through the poles of openness and consistency.
Openness: Being open to new experiences and actions, being curious and interested in many things. Having a lively imagination, being receptive to culture, and being guided by moods.
Consistency: Sticking to the tried and tested, being fact-oriented and objective, and being less guided by moods or emotions. Advocating clear principles, orienting oneself towards generally accepted moral and ethical principles, and having little interest in culture.
Key figures
- Reliability (Cronbach's alpha): .79
- Norm: N > 1,200
Openness: Being open to new experiences and actions, being curious and interested in many things. Having a lively imagination, being receptive to culture, and being guided by moods.
Consistency: Sticking to the tried and tested, being fact-oriented and objective, and being less guided by moods or emotions. Advocating clear principles, orienting oneself towards generally accepted moral and ethical principles, and having little interest in culture.
Key figures
- Reliability (Cronbach's alpha): .79
- Norm: N > 1,200
Conscientiousness
We describe conscientiousness through the poles of conscientiousness and carefreeness.
Conscientiousness: Being confident in one's own abilities and self-assured; being well-organized, neat, and careful, and adhering to rules and duties. Pursuing ambitious goals, not giving up when faced with difficulties, and acting in a planned and level-headed manner.
Carefreeness: Taking things as they come and sometimes letting things slide. Going through life carefree and, when in doubt, allowing oneself to be dissuaded from plans and intentions if the effort required to achieve them is too great or too difficult.
Key figures
- Reliability (Cronbach's alpha): .85
- Norm: N > 1,400
Conscientiousness: Being confident in one's own abilities and self-assured; being well-organized, neat, and careful, and adhering to rules and duties. Pursuing ambitious goals, not giving up when faced with difficulties, and acting in a planned and level-headed manner.
Carefreeness: Taking things as they come and sometimes letting things slide. Going through life carefree and, when in doubt, allowing oneself to be dissuaded from plans and intentions if the effort required to achieve them is too great or too difficult.
Key figures
- Reliability (Cronbach's alpha): .85
- Norm: N > 1,400
Open-
mindedness-S
mindedness-S
We describe open-mindedness using the poles of open-mindedness and skepticism.
Open-mindedness: Eager to learn and interested in developing oneself through new professional and interpersonal experiences.
Skepticism: Preferring to rely on familiar and habitual behavior patterns and existing contacts. The skill of open-mindedness-S is assessed using situational judgments; i.e., candidates evaluate their behavior in various typical professional situations.
Key figures
- Reliability (Cronbach's alpha): .82
- Construct validity: Creative motivation .48; Resilience .43
- Norm: N > 500
Open-mindedness: Eager to learn and interested in developing oneself through new professional and interpersonal experiences.
Skepticism: Preferring to rely on familiar and habitual behavior patterns and existing contacts. The skill of open-mindedness-S is assessed using situational judgments; i.e., candidates evaluate their behavior in various typical professional situations.
Key figures
- Reliability (Cronbach's alpha): .82
- Construct validity: Creative motivation .48; Resilience .43
- Norm: N > 500
Engagement-S
We describe engagement through the poles of performance orientation and load magement.
Performance orientation: Taking on tasks and achieving goals on one's own initiative, even under high demands and pressure.
Load management: Managing one's own workload to create a healthy balance between professional demands and personal well-being.
The skill Engagement-S is assessed using situational judgments; i.e., candidates evaluate their behavior in various typical professional situations.
Key figures
- Reliability (Cronbach's alpha): .80
- Construct validity: Interaction style -.30
- Norm: N > 500
Performance orientation: Taking on tasks and achieving goals on one's own initiative, even under high demands and pressure.
Load management: Managing one's own workload to create a healthy balance between professional demands and personal well-being.
The skill Engagement-S is assessed using situational judgments; i.e., candidates evaluate their behavior in various typical professional situations.
Key figures
- Reliability (Cronbach's alpha): .80
- Construct validity: Interaction style -.30
- Norm: N > 500
Motivation
to Shape-S
to Shape-S
We describe creative motivation through the poles of Desire to influence and Willingness to Adapt.
Desire to influence: Influencing processes, structures, or situations in order to shape them according to one's own ideas and convictions.
Willingness to Adapt: Flexibly engaging with existing processes, structures, or situations and adapting one's own behavior or ideas to given conditions.
The skill of motivation to shape-S is assessed using situational judgments; i.e., candidates assess their behavior in various typical professional situations.
Key figures
- Reliability (Cronbach's alpha): .86
- Construct validity: Open-mindedness .48; Cooperation -.43
- Norm: N > 500
Desire to influence: Influencing processes, structures, or situations in order to shape them according to one's own ideas and convictions.
Willingness to Adapt: Flexibly engaging with existing processes, structures, or situations and adapting one's own behavior or ideas to given conditions.
The skill of motivation to shape-S is assessed using situational judgments; i.e., candidates assess their behavior in various typical professional situations.
Key figures
- Reliability (Cronbach's alpha): .86
- Construct validity: Open-mindedness .48; Cooperation -.43
- Norm: N > 500
Resilience-S
We describe resilience through the poles of emotional resilience and emotional sensitivity.
Emotional resilience: Accepting negative experiences, setbacks, and stressful events and learning from them.
Emotional sensitivity: Responding sensitively to negative experiences, setbacks, and stressful events.
The resilience skill is assessed using situational judgments; i.e., candidates evaluate their behavior in various typical professional situations.
Key figures
- Reliability (Cronbach's alpha): .79
- Construct validity: Open-mindedness. 43
- Norm: N > 500
Emotional resilience: Accepting negative experiences, setbacks, and stressful events and learning from them.
Emotional sensitivity: Responding sensitively to negative experiences, setbacks, and stressful events.
The resilience skill is assessed using situational judgments; i.e., candidates evaluate their behavior in various typical professional situations.
Key figures
- Reliability (Cronbach's alpha): .79
- Construct validity: Open-mindedness. 43
- Norm: N > 500
Leadership skills
Task
orientation
orientation
We describe task orientation through the poles of agile leadership and directing leadership.
Agile leadership: Transferring responsibility for tasks to team members.
Directing leadership: Defining tasks and responsibilities by the manager.
Key figures
- Reliability (Cronbach's alpha): .75
- Norm: N > 4,100
Agile leadership: Transferring responsibility for tasks to team members.
Directing leadership: Defining tasks and responsibilities by the manager.
Key figures
- Reliability (Cronbach's alpha): .75
- Norm: N > 4,100
Individual
Consideration
Consideration
We describe employee orientation through the poles of developmental autonomy and employee orientation.
Developmenl autonomy: Relying on employees' own initiative.
Employee orientation: Supporting employees in their development and promoting employee advancement and needs. The skill of employee orientation is identical to individual consideration as a facet of transformational leadership style.
Key figures
- Reliability (Cronbach's alpha): .77
- Norm: N > 1,000
Developmenl autonomy: Relying on employees' own initiative.
Employee orientation: Supporting employees in their development and promoting employee advancement and needs. The skill of employee orientation is identical to individual consideration as a facet of transformational leadership style.
Key figures
- Reliability (Cronbach's alpha): .77
- Norm: N > 1,000
Charismatic
Leadership
Leadership
Covers one of the four facets of transformational leadership according to Bass and Avolio (charismatic leadership, inspirational motivation, intellectual stimulation, individual consideration).
We describe charismatic leadership through the poles of factual leadership and charismatic leadership.
Factual leadership: Leading through factual arguments and facts.
Charismatic leadership: Leading through personal credibility, persuasiveness, and role modeling.
Key figures
- Reliability (Cronbach's alpha): .75
- Norm: N > 500
Factual leadership: Leading through factual arguments and facts.
Charismatic leadership: Leading through personal credibility, persuasiveness, and role modeling.
Key figures
- Reliability (Cronbach's alpha): .75
- Norm: N > 500
Inspirational
Motivation
Motivation
Covers one of the four facets of transformational leadership according to Bass and Avolio (charismatic leadership, inspirational motivation, intellectual stimulation, individual consideration).
We describe inspirational motivation through the poles of short-term leadership and inspirational leadership.
Short-term leadership: Leading through concrete, everyday, and short-term achievable goals.
Inspirational leadership: Leading through visions and guiding principles.
Key figures
- Reliability (Cronbach's alpha): .76
- Norm: N > 1,100
Short-term leadership: Leading through concrete, everyday, and short-term achievable goals.
Inspirational leadership: Leading through visions and guiding principles.
Key figures
- Reliability (Cronbach's alpha): .76
- Norm: N > 1,100
Intellectual
Stimulation
Stimulation
Covers one of the four facets of transformational leadership according to Bass and Avolio (charismatic leadership, inspirational motivation, intellectual stimulation, individual consideration).
We describe intellectual stimulation through the poles of intellectual autonomy and intellectual stimulation.
Intellectual autonomy: Relying on the initiative of employees.
Intellectual stimulation: Leading in an intellectually stimulating manner.
Key figures
- Reliability (Cronbach's alpha): .79
- Norm: N > 500
Intellectual autonomy: Relying on the initiative of employees.
Intellectual stimulation: Leading in an intellectually stimulating manner.
Key figures
- Reliability (Cronbach's alpha): .79
- Norm: N > 500
Trans-
formational
leadership
formational
leadership
The skill of transformational leadership is a short form of the four facets of transformational leadership style according to Bass and Avolio.
We describe transformational leadership through the poles of transactional leadership and transformational leadership.
Transactional leadership: The focus of leadership behavior is on a factual exchange of performance (by employees) and consideration/reward (by the manager).
Transformational leadership: The focus of leadership behavior is on inspiration, motivation, and employee development.
Key figures
- Reliability (Cronbach's alpha): .79
- Norm: N > 1,000
Transactional leadership: The focus of leadership behavior is on a factual exchange of performance (by employees) and consideration/reward (by the manager).
Transformational leadership: The focus of leadership behavior is on inspiration, motivation, and employee development.
Key figures
- Reliability (Cronbach's alpha): .79
- Norm: N > 1,000