Leadership isn’t just about managing people—it’s about motivating, making decisions, and influencing situations. This test will help you understand how developed these crucial skills are in you. It is based on the renowned Multifactor Leadership Questionnaire (MLQ), a well-known assessment developed by the influential American psychologist Bernard Bass. As an expert in organizational psychology, Bass created the theory of transformational leadership, a model where a leader inspires and empowers their team rather than simply giving orders. While the original test has 45 questions, this is an expanded version with 50 to provide broader coverage of your leadership style. You will respond to each statement on a scale from 0 to 4: 0 — completely disagree, 1 — somewhat disagree, 2 — neutral, 3 — somewhat agree, 4 — completely agree. The test takes approximately 15 minutes to complete. The questions focus on your behavior in work or group situations, exploring whether you inspire, control, or tend to avoid responsibility. After the test, you will find instructions on how to score it and what your results mean.

Test: Your Leadership Qualities (MLQ by Bernard Bass)

Read each statement carefully and assign a score from 0 to 4 based on how much you agree with it. It's helpful to write down the question numbers and your corresponding scores. The questions are grouped by leadership dimension, but you can answer them in any order you prefer.

Group 1: Inspiration and Motivation (Questions 1–10)

1. I clearly paint an optimistic and compelling picture of where our team is headed.
2. I feel genuinely inspired when I see people succeed because of my ideas and encouragement.
3. I often tell my colleagues that I believe in them, especially during difficult times.
4. I enjoy motivating others to achieve more than they initially thought they could.
5. I publicly acknowledge and celebrate team achievements to boost morale.
6. I help people see the important connection between their daily work and the organization's broader goals.
7. I find it easy to convince others of the importance of a shared vision and mission.
8. I often share my dreams and aspirations about the project’s future with my team.
9. People around me often feel energized and more positive after speaking with me.
10. I make it a point to celebrate small wins along the way to keep the team motivated for the long term.

Group 2: Intellectual Stimulation (Questions 11–20)

11. I consistently challenge old ways of doing things and suggest new, more effective approaches.
12. I enjoy discussing unconventional ideas that break from tradition.
13. I encourage my team to think creatively and not to fear making mistakes in the process.
14. I often prompt discussions by saying, “Let’s try to think differently about this problem.”
15. I am genuinely interested in hearing different opinions and perspectives to build on them.
16. I push others to question their long-held assumptions and biases.
17. I actively support experiments and new initiatives, even if they come with a degree of risk.
18. I feel a sense of satisfaction when the team comes up with truly innovative solutions on their own.
19. I actively seek to avoid routine and am always looking for ways to improve existing processes.
20. I encourage the team to view mistakes as valuable learning opportunities.

Group 3: Individualized Consideration (Questions 21–30)

21. I take the time to know the unique strengths of each team member and utilize them effectively.
22. I provide personalized feedback designed to help each individual grow professionally.
23. I find fulfillment in mentoring junior colleagues and guiding their development.
24. I consider each person’s individual needs, preferences, and goals when assigning tasks.
25. I often make a point to tell individuals, “I’m proud of your specific contribution to this.”
26. I actively help people develop the skills they will need for their future career advancement.
27. It is extremely important to me that every member of the team feels heard and valued.
28. I consciously adapt my communication style to best suit the person I am talking to.
29. I delegate tasks not just for efficiency, but as a strategic way to help people learn and grow.
30. I make sure to celebrate the personal successes and milestones of individual team members.

Group 4: Control and Influence (Questions 31–40)

31. I need an advisor or second opinion to make important decisions.
32. I enjoy proving my point and winning arguments in professional discussions.
33. I consciously try to make a good and powerful impression on others.
34. I clearly define the rules and expectations for everyone on the team.
35. I like to closely monitor the team’s progress and key performance indicators.
36. I tell people exactly what to do if they stray from the established plan.
37. I use rewards, such as bonuses or praise, as a primary tool to motivate performance.
38. It is important to me that everything proceeds according to my schedule and plan.
39. I believe in implementing punishments or negative consequences for failure to complete tasks.
40. I maintain control over key resources and their allocation within the team.

Group 5: Avoidance and Passivity (Questions 41–50)

41. I tend to avoid conflicts in order to keep the atmosphere calm and peaceful.
42. I don’t really care who does the work, as long as it eventually gets done.
43. I rarely take personal responsibility when mistakes are made by the team.
44. I often put off making tough or unpopular decisions.
45. I generally find it easier and more comfortable to follow instructions than to lead.
46. I do not like taking significant risks when making decisions.
47. I prefer to let others handle the minor details and day-to-day issues.
48. I do not enjoy being the center of attention in a group setting.
49. I usually wait for someone else to take the lead in uncertain situations.
50. I rarely change established plans because I fear that failure could result from the change.

Once you have finished, it is time to calculate your scores. Add up the points for each of the five groups separately. The maximum score for each group is 40 points, and the total maximum score is 200. To determine your overall leadership level, sum the scores from all groups. To understand your specific leadership style, look at which groups scored the highest.

What Do Your Scores Mean? Results Explained

According to Bass's theory, leadership is a combination of different styles. The first three groups represent a transformational style (inspiring, stimulating, and considerate). The fourth group represents a transactional style (controlling, rewarding, and punishing). The final group represents a passive-avoidant or "laissez-faire" style. This test helps identify your overall leadership level (weak, average, or strong) and your dominant tendency. For example, a very high score in the control group could suggest an authoritarian tendency. You should analyze your results by group and also consider your overall score.

Overall Leadership Level

• 0–80 points: Weak. This score suggests you tend to follow rather than lead. This is perfectly okay—many people prefer this role, and leadership skills can be developed over time. You can start by taking small initiatives, such as volunteering to lead a minor task within a group project.
• 81–140 points: Average. You have solid leadership potential but may find that your effectiveness depends on the specific situation or team. This represents a good balance for everyday leadership roles and indicates you can lead effectively when needed.
• 141–200 points: Strong. You are likely a natural leader who motivates and inspires others. People are drawn to your vision. This is a powerful trait, but be mindful of the pressure and watch out for burnout from carrying a great deal of responsibility.

Group 1: Inspiration and Motivation (Transformational)

• 30+ points: You are a charismatic leader whom people naturally want to follow. You excel at creating and communicating a vision.
• 20–29 points: You have an average ability to inspire and are particularly effective at motivating people during a crisis or when the goal is clear. To improve, practice sharing your vision more often in everyday situations.
• Below 20 points: This is an area for growth. Practice articulating a positive future and connecting people's work to a larger purpose.

Group 2: Intellectual Stimulation (Transformational)

• 30+ points: You are an innovator who thrives on change and encourages creative thinking. You empower your team to challenge the status quo.
• Below 30 points: To develop this skill, try to ask "what if?" more often in discussions. Encourage brainstorming without judgment and reward new ideas, even if they are not implemented.

Group 3: Individualized Consideration (Transformational)

• 30+ points: You are an empathetic and people-focused leader who genuinely cares about the development and well-being of each team member. This builds deep loyalty.
• Below 30 points: To strengthen this area, practice active listening. Make an effort to ask your colleagues about their personal goals and challenges, and think about how you can support them.

Group 4: Control and Influence (Transactional)

• 20+ points: You are an organized leader who provides clear structure. However, a score of 30+ suggests a potential dictatorial tendency (being overly controlling). To balance this, focus on trusting your team and delegating more responsibility.
• Below 20 points: You are flexible, which is a strength, but you may be perceived as too passive or lacking structure. Ensure that basic rules and expectations are clear to everyone.

Group 5: Avoidance and Passivity (Laissez-Faire)

• Below 20 points: You are an active and engaged leader who confronts challenges directly. This is a very positive trait for a leader.
• 20+ points: This score indicates that you tend to avoid leadership roles and responsibilities. This could be due to a lack of confidence or a preference for non-confrontation. Work on building your confidence by taking on small leadership tasks.

If your combined scores for Inspiration, Intellectual Stimulation, and Individualized Consideration are high (over 90 points combined), you have a strong transformational leadership style. You are the type of leader who inspires profound change and commitment. If your score for Control is high while the others are low, you may lean toward an authoritarian style, which is more focused on power and process than on people. These results highlight your strengths and show you where you can grow. As a next step, try this: the next time you are in a team meeting, suggest a new idea and pay close attention to the reaction. This is a small step toward exercising your leadership potential.

References

• Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press. Annotation: This is the seminal book where Bernard Bass first detailed his theory of transformational leadership, contrasting it with transactional leadership. It lays the foundational concepts that the Multifactor Leadership Questionnaire (MLQ) is built upon and remains a cornerstone text in leadership studies.