Leadership Readiness Assessment

This tool is meant to spark discussion and identify readiness, it is not a pass/fail test.

This assessment is designed to evaluate leadership potential for individuals being considered for a team lead, supervisory, or management role. It includes three sections: self-assessment, situational judgment, and reflection questions.
Name: 


A red asterisk (*) indicates required questions.

  1. Part 1: Self-Rating (Likert Scale)
    Rate yourself honestly on a scale from 1 to 5:
    5 = Strongly Disagree, 4 = Disagree, 3 = Neutral, 2 = Agree, 1 = Strongly Agree

    1. I stay calm and focused under pressure. *
      1 2 3 4 5  
    Strongly agree   Strongly disagree


  1. Part 1: Self-Rating (Likert Scale)
    Rate yourself honestly on a scale from 1 to 5:
    5 = Strongly Disagree, 4 = Disagree, 3 = Neutral, 2 = Agree, 1 = Strongly Agree

    2. I proactively address problems before they escalate. *
      1 2 3 4 5  
    Strongly agree   Strongly disagree


  1. Part 1: Self-Rating (Likert Scale)
    Rate yourself honestly on a scale from 1 to 5:
    5 = Strongly Disagree, 4 = Disagree, 3 = Neutral, 2 = Agree, 1 = Strongly Agree

    3. I adapt my communication style to fit the needs of others. *
      1 2 3 4 5  
    Strongly agree   Strongly disagree


  1. Part 1: Self-Rating (Likert Scale)
    Rate yourself honestly on a scale from 1 to 5:
    5 = Strongly Disagree, 4 = Disagree, 3 = Neutral, 2 = Agree, 1 = Strongly Agree

    4. I enjoy helping others develop. *
      1 2 3 4 5  
    Strongly agree   Strongly disagree


  1. Part 1: Self-Rating (Likert Scale)
    Rate yourself honestly on a scale from 1 to 5:
    5 = Strongly Disagree, 4 = Disagree, 3 = Neutral, 2 = Agree, 1 = Strongly Agree

    5. I consider multiple perspectives before making decisions. *
      1 2 3 4 5  
    Strongly agree   Strongly disagree


  1. Part 1: Self-Rating (Likert Scale)
    Rate yourself honestly on a scale from 1 to 5:
    5 = Strongly Disagree, 4 = Disagree, 3 = Neutral, 2 = Agree, 1 = Strongly Agree

    6. I remain composed and professional during conflict. *
      1 2 3 4 5  
    Strongly agree   Strongly disagree


  1. Part 1: Self-Rating (Likert Scale)
    Rate yourself honestly on a scale from 1 to 5:
    5 = Strongly Disagree, 4 = Disagree, 3 = Neutral, 2 = Agree, 1 = Strongly Agree

    7. I can recognize when someone is struggling and adjust my approach. *
      1 2 3 4 5  
    Strongly agree   Strongly disagree


  1. Part 1: Self-Rating (Likert Scale)
    Rate yourself honestly on a scale from 1 to 5:
    5 = Strongly Disagree, 4 = Disagree, 3 = Neutral, 2 = Agree, 1 = Strongly Agree

    8. I am comfortable giving feedback, even when it may be difficult. *
      1 2 3 4 5  
    Strongly agree   Strongly disagree


  1. Part 1: Self-Rating (Likert Scale)
    Rate yourself honestly on a scale from 1 to 5:
    5 = Strongly Disagree, 4 = Disagree, 3 = Neutral, 2 = Agree, 1 = Strongly Agree

    9. I feel confident guiding team members through new or complex tasks. *
      1 2 3 4 5  
    Strongly agree   Strongly disagree


  1. Part 1: Self-Rating (Likert Scale)
    Rate yourself honestly on a scale from 1 to 5:
    5 = Strongly Disagree, 4 = Disagree, 3 = Neutral, 2 = Agree, 1 = Strongly Agree

    10. I can manage competing priorities and stay organized. *
      1 2 3 4 5  
    Strongly agree   Strongly disagree


  1. Part 2: Situational Judgment
    Choose the best response for each scenario.

    Scenario A: A team member consistently performs below our expectations, and it's impacting the rest of the team's performance. What do you do?*
    A. Talk to the team member, explain the impact, and collaborate on a plan to improve.
    B. Take on the tasks yourself to avoid further delays.
    C. Send an email warning them to improve or face consequences.
    D. Escalate directly to HR or your manager.


  1. Part 2: Situational Judgment
    Choose the best response for each scenario.

    Scenario B: A team member doesn't understand a new workflow, even after it’s been explained twice. What do you do?*
    A. Provide written instructions and ask them to review it again on their own.
    B. Try a different explanation method (e.g., visual, example-based) and ask clarifying questions.
    C. Pair them with another teammate and step back.
    D. Let them keep trying—eventually they’ll understand.


  1. Part 2: Situational Judgment
    Choose the best response for each scenario.

    Scenario C: Two strong personalities on your team are in conflict and morale is dropping. What do you do?*
    A. Bring them together and mediate a conversation to address the issue.
    B. Reassign one person to a different project.
    C. Avoid getting involved unless things escalate.
    D. Side with the more senior team member and ask the other to adjust.


  1. Part 2: Situational Judgment
    Choose the best response for each scenario.

    Scenario D: A high performer on your team is showing signs of frustration or burnout. What do you do?*
    A. Encourage them to take PTO and reassign some work temporarily.
    B. Let them push through; they’ve always delivered.
    C. Praise them publicly to keep morale up.
    D. Discuss performance goals to motivate them.


  1. Part 3: Reflection Questions
    Answer briefly in 2–4 sentences each.

    1. Describe a time when you had to coach or train someone who learns differently than you. What was your approach?*


  1. Part 3: Reflection Questions
    Answer briefly in 2–4 sentences each.

    2. Share an example of a time you resolved a team conflict or disagreement.*


  1. Part 3: Reflection Questions
    Answer briefly in 2–4 sentences each.

    3. When facing a stressful or high-pressure situation at work, how do you manage your mindset and performance?*


  1. Part 3: Reflection Questions
    Answer briefly in 2–4 sentences each.

    4. If promoted, how would you support a team member who is underperforming?*


  1. Part 3: Reflection Questions
    Answer briefly in 2–4 sentences each.

    5. What do you believe makes a strong, effective leader within your team?*





Candace Odle