Personal Leadership Assessment
Personal Leadership Assessment
Leadership is the ability of an individual to influence other people’s behavior while at the same time persuading them to adopt a specific course of action. Effective leadership within an organization is important as it transforms potent potential in subordinates into reality. Effective leaders conduct regular assessment of staff with the aim of improving the performance and overall productivity of the individuals under them. Other than evaluating staff, well-performing leaders normally conduct self-assessment exercises with the aim of understanding their strengths and weakness. Self-assessment involves the consideration of individual competencies as well as areas that may need growth. Leadership self-assessment also allows a leader to analyze their strategies to determine their effectiveness. Self-reflection is also important as it helps an individual discover areas that may need improvement. This paper entails a personal self-reflection of my personal leadership skills. The reflection will involve a study of the various leadership theories as well as an analysis of my personal leadership style; therefore, develop a leadership goal and plan.
Since the 1930s, scholars have employed different theories to explain the leadership styles employed by successful leaders. These theories explain the characteristics of different leaders, as well as factors that may promote the success of certain individuals. When conducting a personal assessment, it is important to consider the different leadership theories that explain the leadership style one uses. Examination of leadership theories enables a leader to understand what models would be most successful within certain conditions including economics.
Trait Theories
The trait theory, also known as great man or woman theory, explains that leaders tend to have specific characteristics not found in the average person. The theory, developed in the 1930s and 1940s explained that leaders are born with specific characteristics, which makes them excel in positions of leadership (Lussier & Achua, 2015). The theory explains that leaders may have specific personality traits including intelligence, creativity, as well as a sense of duty. The model focusses on the analysis of social, mental, and physical characteristics of an individual; therefore, understand what traits are common in leaders. The theory assumes that specific people are born with leadership characteristics (Lussier & Achua, 2015). Different scholars have attempted to explain the various traits that effective leaders may have; with the most common characteristics being integrity, good decision-making skills, assertiveness, and empathy.
The theory has however been faulted as these traits may not necessarily guarantee the effectiveness of a leader. Since most of these traits are external behaviors reflecting what occurs in the mind, they may not reflect a leader’s effectiveness. Rather than considering external behaviors, the trait theory should consider the internal beliefs of individuals as these are what influence these external behaviors (Derue, Nahrgang, Wellman, & Humphrey, 2011). The trait theory may however not be appropriate to use within the current economic environment; as external behaviors do not necessarily reflect effectiveness. Within the current economic environment, leaders need skills as well as traits to succeed in leadership positions.
Behavioral Theories
Other that focusing on social, mental, and physical characteristics of a leader, the behavioral theory focuses on a leader’s behavior. The theory assumes that effective leaders are made through the acquisition of specific behaviors (Lussier & Achua, 2015). The theory was developed in the 1940s and employed psychometrics to examine the relationship of certain behaviors to effective leadership. The theory explains that through training, an individual can acquire specific skills; therefore, making them effective leaders (Lussier & Achua, 2015). The behavioral model of leadership explains that leaders may have two main behaviors, namely concern for people or production. The concern for production may result in leaders using strategies aimed at increasing the amount of work done by employees. Leaders who exhibit behaviors showing concern for people ensure employees are always satisfied with their work; therefore, increased productivity.
The different styles of leadership under the behavioral theory may be employed within the current economic environment. Styles that focus on production may result in the establishment of strategies aimed at increasing employee productivity. The focus on production may result in higher quality products; therefore, increased output. Styles that focus on people may result in the development of frameworks to ensure employee job satisfaction (Derue, Nahrgang, Wellman, & Humphrey, 2011). Ensuring employee satisfaction often results in high employee retention as well as increased output from employees. The focus on production may, however, result in employees being less satisfied with their work; therefore, a high employee turnover.
Power and Influence Theories
The power influence theory differs from other models as it explains how leaders employ influence and power to ensure productivity. The French and Raven model explains the five forms of power, namely, legitimate, expert, coercive, reward, and referent power (Goethals & Sorenson, 2007). The types of power are grouped into either personal or positional powers, with personal powers being explained as a better alternative. An example of personal power is being an expert in the specific job. Being an expert in a specific field results in more influence as one understands what to do. Employing expert power may result in a more effective leadership style as compared to employing other powers (Lunenburg, 2012).
The styles entailed in the power and influence theory may be applied in today’s economic environment. An example of such a style is transactional leadership, which assumes that employees conduct their activities to get rewards (Hargis, Watt, & Piotrowski, 2011). Leaders who employ this style of leadership often design reward structures to suit several tasks. Although, this style may result in increased production, the strategy does little to build the leader-subordinate relationship. Another leadership style that reflects the power and influence model is leading by example. This strategy results in the creation of a positive relationship between the leaders and those working under the leaders. This model mainly relies on expert power.
Leadership Style Evaluation
The personal leadership assessment involved an evaluation of my leadership style. Understanding the style of leadership allows a leader to know their areas of weaknesses as well as their strengths. In analyzing my leadership style, I noted that I mainly employ a participative leadership style. According to Johannsen (2014), Participative leadership involves incorporating subordinate inputs in any decision being made.A participatory leadership style allows the engagement of the leader while at the same time preventing over-controlling of the employees. In my current professional situation, I mainly work as a team leader. In this position, I try as much as possible to involve my fellow team members in the decision-making. Some of the decisions that I involve team members include role allocation decisions, as well as the working strategy to use to complete certain tasks. Huang, Iun and Liu (2010) explained that participative leadership promoted improved performance as employees and leaders were able to motivate each other while at the same time exchange different skills. The use of a participative leadership style has reduced the amount of conflict, especially when conducting tasks. Participatory leadership also promotes more chances of innovation as well as increased productivity within the team.
The self-evaluation also allowed me to understand that I am also an emotional leader and tend to employ the primal leadership style. Johannsen (2014) explained that primal leadership techniques involved the emotional intelligence application on the leadership position. According to Johannsen (2014), the techniques that involve the application of emotional intelligence may include coaching, pacesetting, authoritative, democratic, visionary, and affiliative. In assessing my leadership, I noticed there were instances when I applied several of these techniques. I noticed that as a leader, I encourage my team members to focus on long terms goals. Employing a visionary technique involves listening and working together with the team members; therefore, understand each of their values. There are also instances that I employ a democratic style of leadership, which entails getting input from all group members before making a decision. The democratic style relates with the participatory style, which I commonly use. I also noted that I am an affiliative leader, as I ensure that the working environment is warm with minimal tension as possible. While working as a group leader, I tend to listen to my employees views and consider their emotional needs; therefore accommodate these needs. Weinberger (2009) explained the use of a primal leadership style allows the creation of relationships within the workplace, as leaders and employs can relate on more than a professional level.
The evaluation also resulted in me learning that there are instances when I employ a transformational leadership style. Transformational leadership is an approach, where a leader identifies the need for change and creates a vision to ensure the achievement of the specific change (Wang, Courtright, Colbert, & Oh, 2011). Transformational leaders motivate individuals working under them to perform better that the normal expectations. Gumusluoglu and Ilsev (2009) explained that a transformational leadership style allows for individual consideration; therefore, equal treatment of all individuals within the organization. In the various times that I have worked as a team leader, I tend to consider the personal and professional needs of every individual. This consideration assists in the allocation of tasks, as every individual is tasked with a responsibility they can manage. Transformational leadership also promotes organizational innovation and creativity (Gumusluoglu and Ilsev, 2009). As a leader, I introduced brainstorming sessions, which allow the various team members to share their ideas with fellow staff. This brainstorming session allows input into new and innovative ideas, which has allowed the team always to remain productive.
The use of these three leadership approaches has allowed an increase of productivity within the team. The use of participative and transformative leadership style allows all team members to feel equal regardless the level of experience. The participative leadership strategy has allowed for faster implementation of tasks as all issues that may affect productivity are ironed out during decision making. Since every individual has an equal opportunity to participate in decision-making, the implementation process is quite smooth and faster; therefore, increased productivity. The different styles that I have employed within the organization have been successful in ensuring smooth running of the team
Leadership Goals and Plan
The personal leadership assessment also involves the establishment of a development plan. A development plan mainly includes an explanation of future professional goals, as well as a framework to ensure the goals are reached. In my current professional situation, I have worked in several leadership positions during team activities. As team activities tend to vary from time to time, the organization ensures that different team members take up leadership roles in the diverse activities. In the future, I plan on working in a top managerial position in an international company. Assuming a leadership position in an international company will involve me having to learn and implement a variety of leadership strategies.
The personal assessment also involved conducting a SWOT analysis. Conducting a SWOT analysis allowed me to identify both my strengths and weaknesses as well as opportunities and threats to my future goals. The SWOT analysis revealed my strengths to include punctuality, creativity, hard work, sharing responsibility, and time management. I am also a good team player. The SWOT analysis revealed getting hurt quickly to be my greatest weaknesses. I get hurt whenever I am blamed for a fault I did not commit, or when someone does not appreciate my efforts. In the analysis, I noted several opportunities that would assist in me reaching my goal. I am still learning; therefore, have a higher chance of controlling my emotions. Another opportunity noted was the high rates of globalization, which result in an increase in a leadership position in multi-national companies. The analysis also explained several threats to my goal of becoming a top manager in a multi-national company including emotional breakdown. Since I get hurt easily, I at times suffer from mental stress, which in turn negatively affects my performance. I also do not take well to failure, and may give up very quickly.
The greatest obstacle towards me achieving my goal is my inability to effectively control my emotions. As a leader, one is expected to deal with several instances of disappointment; therefore, the need to know how to deal with disappointments. Working in a managerial post within an international company requires an individual who can work in stressing situations. Due to the fact that I get hurt by small instances of disappointment, working in a managerial position in a multi-national company may result in increased stress as I expect different instances of disappointment. To ensure that I succeed in my managerial position, I will have to find ways to improve my emotional intelligence. Improving how I control my emotions involves working with different individuals, and building relationships with different individuals in the workplace. Building strong relationships allows subordinates to understand what the leader expects; therefore, avoid instances of disappointment. An opportunity that may result in me achieving my goal to work in a multi-national organization is that internationalization has become a trend within the American economy. Globalization has promoted companies to open up branches in several countries. To maximize on this opportunity, I intend on attending various networking sessions, where I can meet some of these organizational leaders. Networking sessions also provide a learning opportunity for the most efficient leadership approach.
Conclusion
Personal leadership assessment is an important element of professional improvement. As an individual who intends to work in a leadership position in a multi-national company, the leadership assessment has allowed me to learn my strengths and weaknesses. The assessment also allowed me to understand which leadership styles I use most whenever I assume a leadership role. Through the assessment, I have also identified the threats and opportunities to me achieving my goal of working as a leader in an international company.
References
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Goethals, G. R., & Sorenson, G. J. (2007). The Quest for a General Theory of Leadership. Cheltenham: Edward Elgar Publishing.
Gumusluoglu, L., & Ilsev, A. (2009). Transformational leadership, creativity, and organizational innovation. Journal of Business Research, 461-472. Retrieved from http://yoksis.bilkent.edu.tr/doi_getpdf/articles/10.1016-j.jbusres.2007.07.032.pdf
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Wang, G., Courtright, S. H., Colbert, A. E., & Oh, I.-S. (2011). Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research. Group & Organization Management, 223–270. doi:10.1177/1059601111401017
Weinberger, L. A. (2009). Emotional Intelligence, Leadership Style, and Perceived Leadership Effectiveness. Advances in Developing Human Resources, 747-772. Retrieved from http://www.mnsu.edu/activities/leadership/perceived_leadership.pdf
