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Indicators: Leadership Potential (deprecated)
Indicators: Leadership Potential (deprecated)

Leadership Indicator Calculation

Manto Papagianni avatar
Written by Manto Papagianni
Updated over a week ago

📌 Please note that the Leadership Potential indicator has been deprecated and replaced with the new and improved Leadership Effectiveness indicator for your assessment needs. Read more here.

Leadership can take many shapes and forms. There has been substantial research on the subject of leadership - and there is consensus that most good leaders share some common traits.

These traits have been codified in Bryq's leadership profile (detailed below). People who are closer to this profile are more likely to be successful in managing teams.

Do note that like all personality questions, this will cover most common scenarios, but there will always be exceptions that confirm the rule.

Indicative Roles: Sales representative, Chief executive, Manager, Education Administrator, IT Project Manager, Engineers

Leadership Interview Questions: A few interview questions that will be helpful for you during your interview. 

Top 5 questions and expected answers:  

  1. What are the most important values you demonstrate as a leader? The most favorable answer is for the candidate to provide examples of trust/integrity.  

  2. How have you gained commitment from your team? With this question, you are seeking the type of management style.  

  3. How can a leader fail? Give an example of that. Nobody is perfect. Here, you want the candidate to provide an example of a failure and to ensure that this was a lesson learned. 

  4. What is your greatest strength? This question is a good way to probe if the leader is inspirational, influential, and strives to achieve goals. 

  5. How do you lead through change? The answer should be positive in reacting to change and embracing the transition. 


  1. Bass, B. M. (1990). Bass and Stogdill’s Handbook of Leadership. New York, NY: The Free Press.

  2. Bass, B. M. (2000). The future of leadership in learning organizations. Journal of Leadership and Organizational Studies, 7, 18-40.

  3. Bass, B. M.& Avolio, B. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage.

  4. Bono, J. E. & Judge, T. A. (2004). Personality and transformational leadership and transactional leadership: a meta-analysis. Journal of Applied Psychology, 89, 901-910.

  5. Chan, K. Y., Uy, M. A., Chernyshenko, O. S., Ho, M. H. R., & Sam, Y. L. (2015). Personality and entrepreneurial, professional and leadership motivations. Personality and Individual Differences, 77, 161–166.

  6. Crant, J. M.& Bateman, T. S. (2000). Charismatic leadership viewed from above: The impact of proactive personality. Journal of Organizational Behavior, 21, 63-75.

  7. Giberson, T.R., Resick, C. J., & Dickson, M. W. (2005). Embedding leader characteristics: an examination of homogeneity of personality and values in organizations. Journal of Applied Psychology, 90, 1002-1010.

  8. Felfe, J. &Schyns, B. (2006). Personality and the perception of transformational leadership: The impact of extraversion, neuroticism, personal need for structure and occupational self-efficacy. Journal of Applied Social Psychology, 3, 708-739.

  9. Foster, C. & Roche, F. (2014). Integrating trait and ability EI in predicting transformational leadership. Leadership & Organization Development Journal, 35, 316-334. 

  10. Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87, 765-780.

  11. Lounsbury, J. W., Sundstrom, E. D., Gibson, L. W., Loveland, J. M., & Drost, A. W. (2016). Core personality traits of managers. Journal of Managerial Psychology, 31, 434-450.

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