Ldq Skills Inventory Results

I found the Read section’s skill assessment both interesting and useful. I wrongfully assumed the assessment would be scored based on the sum of my responses, and that the score would be used to extrapolate some generalization about my personality. I was surprised to find that was not the case. After reviewing my responses to the exercise, I learned that, although I like to think that I possess solid leadership abilities, the skills l listed in my weaknesses category are littered with words like “management” and “leadership” (Bethel University, 2014). Because I doubted the veracity of my own responses, in addition to surveying myself, I enlisted the help of my fiancé to evaluate me using the skills found in the assessment. I then compared her results to that of my own and discovered, much to my astonishment, that both our assessments were congruent.

In regards to my interpersonal leadership skills, I scored a 27 out of 30 possible points. This interprets that my range is very high and this specific skill is my strongest out of the three skills currently

With the results of the Profile Scores, I do agree that it identified me accurately. My top three scores were conventional, investigative, and social. When someone is conventional, that person likes to follow set guidelines and routines. Also, they prefer working with information and paying attention to details instead of coming up with ideas. Investigative people like to search for facts or figure out problems. They like to think rather than doing physical work and typically work well with a leader. Lastly, people with social interest like to work with people more than working with objects or by themselves. They typically like to give advice, teach, or even be of service to people. Although I feel I do not completely identify with each score, I can attest that all three of these scores does identify me

After taking the Values in Action (VIA) Inventory of Strengths, I realized that some of what I thought were my character strengths actually proved otherwise based on the survey taken. Although I am not surprised that my top character strength is honesty, it was interesting to learn my other top strengths. Taking the Emotional Intelligence (EQ) and Leadership Self-Assessment introduced me to my social and self-intelligence. Using the KAB model, I was able to identify knowledge, attitude and behavior strengths for both self and social intelligence.

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.

The rating sheets are located in the Appendix. The tables provide each score per category, 1 through 5, and an anchor with which each is associated. These anchors provide the answers or behaviors that the hiring team will be looking for and will score them based on that. There is a rating sheet for each of the hiring teams’ four selection tools.

For my skills approach I scored moderate range for technical and abstract score and high in interpersonal skills. For the servant assessment, I scored high in emotional healing, behaving ethically and helping followers grow and succeed. I scored moderately in creating value for the community, conceptual skills, empowering and putting followers first. For my adaptive assessment, I tested high in controlling anxiety, sustaining restrained measures and acceptance of criticism. However, I scored moderately on the ability to see the bigger picture, empowering others and adapting to technical obstacles. (Northouse, 2016).

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

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

Although this is a difficult process organizations have shown success when being effective leadership by doing two things: When assessing tools synthetically it can be difficult to pin down comprehensively. This is why human behavior comes with an adversity of complications that can be holistically captured in various aspects of leadership. As a result, using these variations of assessment tools such as diverse tests and methodologies synthetically may help in comprehensive understanding of overall leadership effectiveness of the organization (Kang & Jin,

A society with an absence of leadership is one that exhibits disarray and pandemonium. Leadership, therefore, is a vital facet of human life and can be seen as a building block from which great nations were built upon or large corporations have thrived under. I believe leadership is intrinsically in all human beings, however some leadership traits in people are far more superior than others. This paper will evaluate results from multiple assessments that identify my particular leadership potential. Using Northouse’s text, this paper will also identify my particular strengths and weakness within leadership. The penultimate paragraph of this paper will consider how my evaluated leadership style interacts within my work environment.

“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

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.

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.