According to authentic leadership self-assessment questionnaire, any score between 16 to20 is considered as high where any score below 15 is considered as low. Therefore, from authentic leadership self-assessment questionnaire it is found that my self-awareness score is low along with relational transparency (Leutner, 2014). However, scores of my moral perspective and balanced processing are higher.
For the emotional intelligence test, anything between 35 to40 is considered as strength and anything below 10 to 17 is considered as a weakness. My self-awareness score is 34 that clearly state that my self-awareness is definitely not my strong point. However, as it is not below 17; therefore, it can be said that it is also not my weakness. However, I still need to work on it. In the case of managing emotion, my score is 32 which also need to be improved by me. From the test it is found that I can manage emotions and I have empathy on whatever I do.
The Quinn’s management test clearly described my position in terms of different skills and abilities. From the test, it is found that my score as a director is 76%. It means I am a confirmed and critical initiator. I am able to describe and define problems and can offer proper solutions for them. As an innovator my score is 76% that means I can pay attention to an environment that is continuously changing. I observe the need on an organization or task and can change ongoing methods accordingly through innovation. As a facilitator my score is 73% that describes I like personal image, presentation and reputation. I love to meet people outside of an organization as a representative as I am good as negotiation. As a monitor, coordinator and mentor my scores are 71%. Therefore, it can be said that I can understand what is going on in an organization. As a coordinator I can easily maintain organizational structure. As a mentor I like to put more emphasis on people development. While this method, I am a helpful, caring and responsive person. While fulfilling any task provided to me, I like to listen from other for better plans. I also look for support as I believe that different people have different skills that can help me to develop anything in a better way. All of these factors are my strength and according to Quinn’s model I do not have any weakness in me. As an example, I was given an opportunity to deal with a conflict going on within my team. Using my skills as a coordinator I called a meeting among the people who were having trouble with each other. While hosting the meeting I figured out that all the problems came from miscommunication. I was able to influence them about the truth and suggested the authority to strengthen the communication system. In this way, I was able to eliminate the conflict among my team members.
The leadership style survey has been quite effective to point out the leadership traits among myself. The survey has been based on a set of question that consisted three groups of questions related to three styles of leadership traits. The questionnaire has been able to evaluate regular leadership action to find out my best preferred leadership styles. It has been found out from the result that I am quite fond of participative style of leadership. I always encourage the employees to participate among the business and offer opinions to make the crucial business decision. However, I retain the authority to taking the decision based on their suggestion.
The Leadership Matrix has been quite effective to point out my exact position as a leader. The process has been based on a survey questionnaire. The set of questions has been focused on unearthing my preference of actions at the time of providing leadership to my team. The questions were aimed to reveal to prioritize my focus between people and task. The answer are then marked and used as an index of leadership matrix that consist four quadrants. These quadrant are Authoritarian, Impoverished, Socialite and Team Leadership. I have been found to fall in the Team Leadership Quadrant. It denotes that I am quite strong in people and task management. However, I have to work on my task management to enhance it more.
Power and influence are two major factors that are required to flourish in a workplace. All the aspects of these results are connected to power and influence. Without these factors it is not possible to gain power in a workplace to influence others (Cheung, 2016). Self awareness is considered as one of the most important factor for leaders of an organization. According to Park et al., (2015), not only leaders, every individual who is looking to make progress in his life must have self-awareness as it helps people to understand themselves (Furnham, 2013). A person with self-awareness can experience themselves as unique and separate individual. As a result, he will be able to make changes in this personality (Ryan& Ployhart2014). On the other hand, moral perspectives help to enhance behavior and help to improve relationship with others. Thus it is extremely important for a person to have high moral perspective when he is working in an organization. According to Huprich, (2014), without understanding and building relationship with the colleagues it is impossible to make progress in professional life. Social skill is known as phenomena that help to relate with people (Abatecola, 2013). Being social can help a person to find out solutions for even most difficult problems. Good social skills along with good communication skill help to convey thoughts and ideas of others (Grossman, 2015). Therefore, for any person it is important to have good social skills as it will help them to meet new people. My score at managing emotion is lower therefore; it is one of my weaknesses. As mentioned by Handler and Hilsenroth (2013), if I can manage my emotion I will be able to gain more power within the work place and I will be able to influence my subordinates. Besides, relational transparency is another factor that helps to gain power in a workplace (Schultz, 2016). Relational transparency which is also known as “Be Genuine” factor means being honest and straight forward in dealing with others (Mukherjee& Kumar, 2016). It is necessary that a leader must not play games or must not have concealed agendas (Bagby, 2016). If a leader is honest with his subordinates then those subordinates will follow the leaders. In this situation that leader will be able to influence them towards any goal or objective that means, the leader will possess the power to control them.
The aptitude to influence is a key trait of effectual leaders. This goes to the entire “vision thing” by which triumphant leaders define and eloquent the overarching mission of an organization and links strategies and plans to fulfill that vision. In other words, they make the case for what an organization is doing, why it is doing it, and what the outcome will be. According to Abatecola et al., (2013), without the skill to influence others, leaders cannot lead a team or cannot achieve success. On the other hand, as mentioned by Grossman, (2015), there are five ways through which a leader can influence others. Those are coercive power, expert power, legitimate power, reward power and referent power. Power in a leadership can be defined as the capacity to direct or influence behavior of employees or course of events. However, challenge is to balance positional power with personal power. To become a successful leader, it is important to have personal power as it is strongly related to organizational change, employee contentment, obligation and performance.
In the past 12 months, I experienced two incidents where I was able to use my skills. First of all I noticed two groups on my class who were having conflicts from a long time. As a class representative I used my power and influenced both the groups to come for a meeting. I hosted the meeting, and through direct communication between the groups I was able to eliminate the differences between them. In the second incident I used my social skill to help a friend to get over his bad grades. He got failed in two subjects and was suffering from depression. I talked to him and offered my assistance. I spend a lot of time with him and I was able to motivate him to work hard on those subjects. Now he is expecting to get good results in those two subjects in the next examination.
The above discussion has been quite successful to evaluate my skills and abilities as a leader. I have been able to identify that I have a lots of string suit to become a successful leader. I am highly practitioner of participative leadership style. Moreover, I have also found out that I am strong in managing people and tasks. However, I have been able to discern that I am highly weak in the context of self-awareness. Moreover, I have to more enhance my task management abilities. In order to, eradicate these weaknesses I have developed an action plan that is depicted below
Asking Friends and Family: I would seek trusting individual between my friends and families and ask them to point out my traits and habits to me.
Seeking Professional Help: I would counsel with professionals so that I can recover my flaws. I would be able to discern my flaws and rectify them.
Six steps to motivate your-self are mentioned below:
· It is important to figure out what drives you.
· Setting goals is necessary. It is important to find out what you want to achieve and how you can achieve that.
· It is paramount to put together “if-then” plans.
· Asking for feedback is necessary as it would help to evaluate your-self.
· Finding a mentor can also help. Guidance and added perspective from mentor will help an individual to grow.
Reading management literatures: I would seek out most effective journals, books and newspapers so that I can learn about more processes that would help me to manage tasks in the near future.
· Anger management sessions. I will seek help from counselors so that at the time of taking critical decisions I can control my emotions.
Abatecola, G., Mandarelli, G., & Poggesi, S. (2013). The personality factor: how top management teams make decisions. A literature review. Journal of Management & Governance, 17(4), 1073-1100.
Bagby, R. M., Gralnick, T. M., Al?Dajani, N., & Uliaszek, A. A. (2016). The Role of the Five?Factor Model in Personality Assessment and Treatment Planning. Clinical Psychology: Science and Practice.
Cheung, F. M. (2016). Culturally-relevant personality assessment. International Journal of Psychology, 51, 11.
Furnham, A., Richards, S. C., & Paulhus, D. L. (2013). The Dark Triad of personality: A 10 year review. Social and Personality Psychology Compass, 7(3), 199-216.
Grossman, S. D. (2015). Millon's evolutionary model of personality assessment: A case for categorical/dimensional prototypes. Journal of personality assessment, 97(5), 436-445.
Handler, L., & Hilsenroth, M. J. (2013). Teaching and learning personality assessment. Routledge.
Huprich, S. K. (2014). The Changing of the Guard: Past, Present, and Future Directions for the Journal of Personality Assessment. Journal of personality assessment, 96(4), 393-396.
Leutner, F., Ahmetoglu, G., Akhtar, R., & Chamorro-Premuzic, T. (2014). The relationship between the entrepreneurial personality and the Big Five personality traits. Personality and individual differences, 63, 58-63.
Mukherjee, S., & Kumar, U. (2016). Ethical Issues in Personality Assessment. The Wiley Handbook of Personality Assessment, 415-426.
Park, G., Schwartz, H. A., Eichstaedt, J. C., Kern, M. L., Kosinski, M., Stillwell, D. J., ... & Seligman, M. E. (2015). Automatic personality assessment through social media language. Journal of personality and social psychology, 108(6), 934.
Ryan, A. M., & Ployhart, R. E. (2014). A century of selection. Annual review of psychology, 65, 693-717.
Schultz, D. P., & Schultz, S. E. (2016). Theories of personality. Cengage Learning.