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The Quinn leadership profile

Here are the instructions for the Quinn leadership test. Enjoy the test!

This test consists out of 2 parts:

  1. Part 1: leadership or entrepreneurial roles
  2. Part 2: leadership or entrepreneurial skills

After completing part 2, your results are automatically forwarded. You will then see them immediately.

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Part 1: Leader­ship roles

The list below consists of descriptions of the ways in which leaders work. In the box behind each sentence, indicate how often you, as a leader, exhibit the described behaviour by giving a value between 1 to 7, where 1 stands for ‘almost never‘ and 7 for ‘almost always’.

Described behavior

  • Almost never
  • Very little
  • Little
  • Occasionally
  • Often
  • Very often
  • Almost always
  1. Come up with inventive ideas.

  2. Influence leaders in the organisation.

  3. Convince to set ambitious organisational goals.

  4. Constantly clarify the objective of the department.

  5. Search for innovative and potential improvements.

  6. Clearly state the role of the department.

  7. Keep a tight rein on logistics.

  8. Keep track of what's going on in the department.

  9. Seek mutually accepted solutions to open differences of opinion.

  10. Listen to the private - problems of employees.

  11. Keep the department highly coordinated and well-organised.

  12. Hold open discussions about conflicting opinions in a group.

  13. Stimulate the department to achieve its goals.

  14. Bring the core differences between group members to the fore and then actively contribute to solving them.

  15. Make sure that the rules are followed.

  16. Treat every employee with sensitivity and care.

  17. Experiment with new concepts and procedures.

  18. Demonstrate attention and involvement in dealing with subordinates.

  19. Try to improve the technical capacity of the working group.

  20. Obtain the support of your superiors.

  21. Encourage participation in decision making in the group.

  22. Compare minutes, reports, etc. to identify anomalies.

  23. Resolve work planning problems within the department.

  24. Allow the department to achieve the expected objectives.

  25. Resolve problems creatively and clearly.

  26. Be mindful of problems in the throughput of work and avoid a possible crisis.

  27. Check for errors and mistakes.

  28. Convincingly sell new ideas to leaders.

  29. Ensure that the department achieves the agreed objectives timely.

  30. Stimulate coordination within the department.

  31. Clearly define the department's priorities and direction of work.

  32. Show concern for the welfare of employees.

  33. Consistently keep the department focused on results.

  34. Influence decisions taken at management level.

  35. Regularly clarify the objectives of the department.

  36. Create an atmosphere of order and coordination within the department.

Part 2: Leader­ship skills

The list below consists of descriptions of competencies that belong to the different leadership roles. In the box behind each sentence, indicate to what extent a certain description applies to you. You use the scales 1 to 7, where 1 stands for 'don't agree at all' and 7 for 'completely agree'.

Described competence

  • Don't agree at all
  • Disagree
  • Slightly disagree
  • Neutral
  • Slightly agree
  • Agree
  • Completely agree
  1. In projects I make agreements about who does what and when.

  2. I monitor the progress and results of projects.

  3. I can convince people with rational persuasion.

  4. I can make different characters work well together.

  5. I know what I want to achieve with our organisation.

  6. I provide new solutions to old problems.

  7. I use the expertise of others.

  8. My lectures are very effective.

  9. I know how to (re)design tasks, considering the needs of the employee.

  10. I know how to apply techniques to discover bottlenecks in the process.

  11. In terms of organisation, I master the skill of work distribution.

  12. I know how to achieve consensus between different recommendations.

  13. I am very relaxed when I must address a group of people.

  14. I am familiar with analytical techniques to improve processes.

  15. I take uncertainty away.

  16. I retain the opinions of others.

  17. I put forward the common interest.

  18. I love to be challenged in my work.

  19. I translate vision and policy into goals and activities.

  20. I know how to anticipate customers' wishes with a team.

  21. Within a project I collaborate well together with other departments.

  22. I convey the message clearly.

  23. I can empathise effectively and listen carefully.

  24. I can explain the pros and cons of working in multidisciplinary teams.

  25. I always do the most important things in my work on that part of the day when I perform best.

  26. I encourage people to push their limits.

  27. When negotiating, I know how to investigate win-win results.

  28. I can guide and help people in their development.

  29. I am good at stimulating changes in the organisation.

  30. I always do something more than the other person expects.

  31. I transform a group of people into a team.

  32. I dare to experiment.

  33. I consult with colleagues to define the desired outcome.

  34. I give employees their own responsibility.

  35. I understand the principle of effective delegation and know how to apply it.

  36. I often inspire people to do more than they are expected to do.

  37. I always start my day with a personal planning.

  38. I know in which situation shared decision making does not fit.

  39. I'm setting up a working organisation.

  40. I am determined in the pursuit of solutions.

  41. I can express the vision of my organisation in a visual way.

  42. I like to explore new ideas.

  43. I know how to get the best out of people in a practical way.

  44. I write a business document in understandable language.

  45. I know how to use formal authority effectively.

  46. I know how to get the key elements out of information.

  47. I always have a clearly defined goal in mind.

  48. I inspire others.

  49. I ask good questions.

  50. I know my strengths and my limitations.

  51. I am driven by the need for continuous improvement in my work.

  52. I know how to deal with stress.

  53. I dispose of various negotiation techniques at my disposal.

  54. I deal well with emotions.

  55. I know the best way to involve people in the planning of organisational change.

  56. I am a highly motivated person.

  57. I inspire team members to support each other.

  58. I can guide others effectively.

  59. I know how to distinguish between primary and secondary issues.

  60. I can improvise.

  61. I focus on the essential tasks.

  62. My collaborators have no doubts about the tasks I entrust to them.

  63. I address others on their deviant behaviour.

  64. I have a mechanism to help me find my documents.

  65. I know how to set priorities effectively.

  66. I have several presentation techniques at my disposal.

  67. Planning a successful change requires a good understanding of the reactions of the employees.

  68. I know the qualities of others.

  69. I bring conflicting parties together.

  70. I apply self-management in multidisciplinary teams.

  71. I like challenges in my work.

  72. I know how to create win-win situations in conflicts.

Part 1: Entre­pren­eurial roles

The list below consists of descriptions of the ways in which entrepreneurs operate. In the box behind each sentence, indicate how often you, as an entrepreneur, show the described behaviour by giving a value between 1 to 7, where 1 stands for 'almost never' and 7 for 'almost always'.

Described behavior

  • Almost never
  • Very little
  • Little
  • Occasionally
  • Often
  • Very often
  • Almost always
  1. Come up with inventive ideas.

  2. Influence the organisation.

  3. Convince to set ambitious organisational goals.

  4. Constantly clarify the objective of the department.

  5. Search for innovative and potential improvements.

  6. Clearly state the role of the department.

  7. Keep a tight rein on logistics.

  8. Keep track of what's going on in the department.

  9. Seek mutually accepted solutions to open differences of opinion.

  10. Listen to the private problems of employees.

  11. Keep the department highly coordinated and well-organised.

  12. Hold open discussions about conflicting opinions in a group.

  13. Stimulate the department to achieve its goals.

  14. Bring the core differences between group members to the fore and then actively contribute to solving them.

  15. Make sure that the rules are followed.

  16. Treat every employee with sensitivity and care.

  17. Experiment with new concepts and procedures.

  18. Demonstrate attention and involvement in dealing with subordinates.

  19. Try to improve the technical capacity of working groups.

  20. Obtain the support of people in various functions.

  21. Encourage participation in decision-making within the group.

  22. Compare minutes, reports, etc. to identify anomalies.

  23. Resolve work planning problems.

  24. Allow employees to achieve the expected objectives.

  25. Resolve problems creatively and clearly.

  26. Be mindful of problems in the throughput of work and avoid a possible crisis.

  27. Check for errors and mistakes.

  28. Convincingly sell new ideas to employees.

  29. Ensure that the organisation achieves the agreed objectives timely.

  30. Stimulate coordination within departments.

  31. Clearly define the department's priorities and direction of work.

  32. Show concern for the welfare of employees.

  33. Consistently keep the organisation focused on results.

  34. Influence decisions taken at management level.

  35. Regularly clarify the objectives of the organisation.

  36. Create an atmosphere of order and coordination within the departments.

Part 2: Entre­pren­eurial skills

The list below consists of descriptions of competencies that belong to the various entrepreneurial roles. Indicate in the box behind each sentence to what extent a certain description applies to you using the scales from 1 to 7, where 1 stands for 'don't agree at all' and 7 for 'completely agree'.

Described competence

  • Don't agree at all
  • Disagree
  • Slightly disagree
  • Neutral
  • Slightly agree
  • Agree
  • Completely agree
  1. I adapt my language and rules of conduct in presentations so that I receive continuous attention.

  2. I take the other person's perspective into account in my way of reacting.

  3. I know what the positions and interests of other organisations are during negotiations.

  4. I can explain the pros and cons of working in multidisciplinary teams.

  5. I base concrete actions on critical performance indicators.

  6. I use career patterns in my organisation.

  7. With me, everyone knows what is asked of him or her.

  8. I adapt the selection criteria for employees to our strategy.

  9. I combine different trends and developments to create an integrated vision of the future.

  10. I make high demands on the quality of my own work and that of others.

  11. I am alert to changes in society and politics and translate these into concrete strategies and goals for my company.

  12. I appeal to others to achieve the goals.

  13. I am determined in the pursuit of solutions.

  14. I know the specific competencies that will ensure our success.

  15. I am sure of myself in all circumstances.

  16. I am constantly building our distinctiveness in the market.

  17. I know how to build my personal influence by involving others.

  18. I am sure of myself in all circumstances.

  19. I sharpen our distinguishing capacity through my own contacts with clients.

  20. I determine our timing for new products/services in consultation with the market.

  21. I am always objective, even where there is a conflict of interests.

  22. I encourage the conflicting parties to come up with possible solutions themselves.

  23. I easily move in different circles and environments.

  24. I have the guts to make well-considered decisions in complex and uncertain high-risk situations.

  25. I can easily make a presentation for acquaintances and strangers, where the audience can vary greatly in number.

  26. I have a clear strategic focus for my company.

  27. I remain critical and careful even under extreme pressure.

  28. I always give constructive criticism and make people enthusiastic for the work.

  29. I stick to my own vision.

  30. I use job descriptions that allow everyone to work efficiently.

  31. I apply self-management in multidisciplinary teams.

  32. I bring critical issues forward in such a way that I consider the feelings of others.

  33. I free up resources and time within the company so that people can work in projects.

  34. I involve and stimulate others inside and outside my company in devising new strategies.

  35. I stay calm and objective in difficult situations and pass this on to others.

  36. I know how to design tasks, considering our primary process.

  37. I create preconditions for employees who take initiatives.

  38. I monitor deadlines and milestones of multiple projects.

  39. I strike the right balance between being people-oriented and result-oriented.

  40. I ensure that others negotiate within the constraints of my company.

  41. I propose things that no one had thought possible before.

  42. I translate market wishes into critical success factors.

  43. I make a sharp distinction between main and side issues and understand processes directly.

  44. I see opportunities for my company that others do not (yet) see.

  45. I know how to stimulate and inspire others.

  46. I come up with ideas that lie outside the box.

  47. I use the opinion of others and involve all possible sources of information in my decision making.

  48. I know how to create win-win situations in conflicts.

  49. In turbulent times I plan a course in which I take away the stress in the organisation.

  50. I address others on their deviant behaviour.

  51. I know how to get the most out of the negotiations.

  52. I am sure of myself in all circumstances.

  53. I know how to reach accepted decisions that are important for the course of my company.

  54. I keep an overview in crisis situations and know how to set the right priorities.

  55. I test my talented employees on what the future demands.

  56. I am open to a diversity of contact rules and I act accordingly.

  57. I adjust my own goal and point of view in order to ultimately achieve the intended result for my company.

  58. I formulate challenging objectives for my company.

  59. I ask good questions.

  60. I give structural feedback, complemented with expert instructions.

  61. I record all agreements made by myself.

  62. I put the right person in the right place in my business.

  63. I define clear structures, task divisions and procedures that promote effectiveness and efficiency.

  64. With my new ideas I make an important contribution to the existence of my company.

  65. I steer on periodic discussions of the progress of projects.

  66. I understand the various scenarios in the event of changes.

  67. I inspire and facilitate others to monitor their progress.

  68. I know how to apply techniques to discover bottlenecks in the process.

  69. I have an inspiring vision for the future of my company.

  70. I know how to anticipate customers' wishes with a team.

  71. I recognise the talents of others and encourage them to apply them.

  72. I make changes in case of disappointing results.

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