No. The assessment concerns actual managerial or executive capacity alongside the other L requirements. Describe decision-making authority and the work involved, including duties that do not fit the proposed senior role.
Make the limits visible
A role may include responsibilities retained by someone else. Identify them and have the full arrangement assessed. Concealing those limits does not improve the evidence.
The practical way to surface those limits is to write the position description twice: once as the company would publish it, and once as a list of the things the person would need permission for. The second version is what a reviewer effectively reconstructs. Hypothetical example: a rights and permissions manager is proposed as an executive because the title carries a department, yet every licence above a modest fee still goes abroad for signature.
A description that admits this is more useful than one that hides it, because counsel can then judge whether the remaining authority meets the standard or whether the appointment itself should be redesigned before anything is filed. Time already spent in L-1A status also counts toward the seven-year maximum, so a long relocation plan should be discussed with that ceiling in view. Where the ceiling is imposed by a lender or a parent company rather than chosen internally, name the instrument that imposes it, because a limit with a written source is easier to explain than one that appears only in practice.