Recently, our doctoral cohort was given two surveys that prompted reflection upon our leadership skills. One survey, the Skills Inventory (SK), yielded some very confirming as well as surprising results while another, Leadership Traits Questionnaire (LDQ) produced results that were not as telling due to the requirements of participation. According to Northouse (2016), “the skills inventory is designed to measure three broad types of leadership skills: technical, human, and conceptual” (p. 67). This measurement was the most effective of the two tools because it produced specific data that aided in insightful reflection. The LDQ’s results were not as reliable because it was intended to be administered to five others including the leader. The Skills Inventory; however, consists of eighteen statements that describe an individual to some degree. Once complete, the surveyed is to add up the scores to specified numbers indicating the skills that one possesses.
As stated above, I was not surprised that I scored the highest in human skills because prior to taking the survey, I considered myself to be high in emotional intelligence. I have always been told that I get along well with people and I enjoy
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It was higher than my score on the conceptual skills. This was interesting because I have always considered myself to be more of a visionary than a “technician.” Though it was only one point different, I would have assumed that my score in conceptual skills would have far outweighed my score in technical skills seeing as I tend to think and speak with the big picture in mind. As I perused the items on the survey, I noticed that the items designated for technical skill were very ambiguous. For example, one stated, “I understand how to do the basic things required of me.” This is very vague, so I how the ambiguity could have skewed my
My other highest score is interpersonal awareness. This means that I very much enjoy social interaction. This makes perfect sense to me.
2. My actual score had me ranging from high to low - Initiator (thirteen), Encourager (eight), Gatekeeper and Summarizer (seven), and Harmonizer (six).
I did best at numerical insight (80%), and my results for the rest of the categories was at 60%. I am very surprised, because math is actually my weakest subject (as shown by standardized testing scores, and the fact that I haven’t taken a math course in 3 or 4 years). I actually forgot how to carry a one the other day, so I’m not sure how I managed this. I expected to be best at spatial abilities since I am a design student, and I often have to think about space in 3 dimensions in order to understand how to make models. I can think of a few reasons for my strange results:
When I first took the test to see what I scored, I was surprised with many of my results.
Assessment tools can be a good start for individuals to assess their leadership characteristics and skills, such as Grossman and Valiga’s Leadership Characteristcs and Skills
The last category scored a little lower. In the enterprising category, I scored a 58.333. The individuals who relate to enterprising are “the persuaders”. People within this category like to lead. They enjoy activities that are competitive and require selling and promoting. Additionally, these individuals are self-confident and talkative both of these characteristics reflect my personality. There are definitely some consistencies within these three categories.
In order for someone to be an effective leader, one would have to bestow certain skills and characteristics or some can be obtained over a period of time. Various assessments and questionnaires are designed to measure and give insight on certain skills or traits an individual may have. Some of those assessments include the skills inventory, leadership trait questionnaire, style questionnaire, leadership questionnaire, least preferred coworker, path goal, LMX, and the authentic leadership self-assessment. By conducting these questionnaires and assessments, not
My results were nine out of thirty-three my score was average. I answered the questions truthfully, considering I’m a psychology major, but I knew the wrong answers was wrong. I could have answered the incorrect question that way the author of the assessment test, correctly. I didn’t want to cheat my true feelings in order to gain least incorrect answers. I normally don’t seek the approval of others in what I say or do, but I did think I would have gotten least wrong answers. I do agree with my results, I show an average degree of concern for the social desirability. I agree with the fact I conform to social rules and conventions.
For this assignment, I have decided to use the leadership trait, skills and style questionnaires. For this questionnaire, I asked 5 different people that know me in different contexts in life, such as personal, school, and work environments. For the majority, I rated myself higher on the traits than my fellow colleagues. On some of the traits however, I was rated higher than what I thought. Overall, I averaged a 4/5 which means that everyone agreed with the traits that were given. For the style questionnaire, I found out that I place more emphasis in building relationships rather than completing tasks. Finally, the skills questionnaire, my leadership skills are in the high range for technical skills, and my human and conceptual skills are in the moderate range.
One of the biggest lessons learned from this course is that to be an effective leader, you must have a diverse skillset. I’m not sure if there is any one magical component or characteristic in being a great leader. One influence during my review of the literature was that; although easier for some, I see leadership as something we must continually improve upon. This is in contrast to my belief during my first day of class, when I thought leaders just
“It is unequivocally clear that leaders are not like other people” (Kirkpatrick and Locke, 1991, as cited in Northouse, P. G., 2016, p.22). I have always thought that I was not like other people; I see the world through a different lens. This difference, which sets me apart from my peers, has sometimes restrained my progress; however, after studying my differences and seeing them as strengths, I can now focus on these strengths that make me a unique, passionate, progressive leader. In reflecting on my leadership skills, I will analyze the results of the leadership questionnaires, as presented in Peter Northouse’s book, Leadership:Theory and practice (7th ed.), connect those result strengths with the
When taking the two leadership surveys, it was interesting to see my personal leadership profile. My leadership style according to the survey is the instructional type, which in another world is direct leadership. My culture, upbringing, and work environment have transformed me to be direct leaders that are looking for stability. My staff members sadly do not have the opportunity to have a job that is autonomy; working in a manufacturing occupation, one has an organize agenda that cannot be deviated from the task ahead. When team members are needing help or trying to build the familiarity to run their equipment my personal leadership profile can be helpful, since being direct is a starting point to build knowledge. The more one individual shows knowledge, familiar, and passionate for their own results, the further laissez-faire I will become when proving they
Before this class, I had a very primitive and vague definition of leadership. Not only did I define it as per my views and ideologies, but I also said that each individual has their own definition of leadership. My initial belief was that leadership does not have a clear cut definition, but there were well defined leadership traits which made an individual. I also initially believed that personal traits did not translate into leadership traits with no strong correlation. After going through the various modules this class offered, it is safe to say that I have significantly redefined leadership and underwent a strong personal assessment. This paper talks what I took back from each of the class activities, assignments and how my self-assessment compares to the perception of others.
It’s weaknesses are: 1) the extensiveness of the Skills Approach seem to expand further than the boundaries of leadership, 2) it can not explain in specifics how skills lead to the effective performance of a leader, 3) although it claims not be a trait approach model, a huge component of it does in fact include individual attributes, 4) it may need to be proven in generalized organizations and populations because findings were constructed using only military personnel in the armed services. (Northouse, 2010).
I also believe that an effective leader plays a significant role in promoting and molding individuals’ readiness as it relates to motivation and commitment. As such, I developed my leadership assessment with these points in mind. The assessment focuses on 14 attributes that I believe are important not only for a leader to be successful within the parameters of the SLT, but for most any leadership model adopted by a successful leader in the modern business environment. The assessment was completed by Bobby, my manager of nearly six years, and by Katrina, my highest-ranking direct report of nearly four years. Each was asked to assign a candid rating to each attribute using a one-to-ten (worst-to-best) scale as well as to make notes or offer any suggestions so that I may incorporate it into my leadership style in an effort to improve the areas of weakness and become a better leader. In addition, I did a self-assessment using the same criteria. It should be noted that while Bobby offered both a ranking and narrative feedback, Katrina completed the assessment using the numerical ranking only. The results were consistent in some areas and mixed in others, but revealed some valuable information that I can use not only within the context of this course, but also as my career is better defined over time.