Assessment of Personal Effectiveness and Development as a Leader - Dissertation Example

Based on the results reported by a third-party assessment of leadership qualities based on this researcher’s self-report, the dominant quality of this researcher is decision-making grounded on personal values and being generally appreciative of and accepting of people. The researcher enjoys the company of people, carefully weighs decisions pertaining to other people and is sympathetic and compassionate. The researcher focuses energy towards the outer world by way of action and words and strives to harmonize important personal relationships.

The researcher is organized and ventures to enhance and encourage growth among people whom he values. It was also observed from the assessment that the researcher is an extroverted manager who leads by feeling and that his intuitive perception is introverted (MMDI, 2011; Leadership Styles and Qualities Questionnaire, 2011). The researcher confirmed that the third-party assessment was mostly accurate, except on the part that his feeling function is extraverted and his intuitive function is introverted.

She would like to believe that both personally and as a leader, he has strived to maintain the balance between his feelings and his intuition. He is compassionate among other members of the organization, but he would readily discern an authentic reason from a flimsy excuse. Hence, the researcher’s leadership decision-making qualities are believed to be fair and objective. 3.2. Leadership Skills In 2008, while the researcher was still manager at ALGICO, a private firm was commissioned to perform a 360-feedback appraisal of this researcher’s leadership and various other skills as described in the methodology.

Table 4 presents the findings of the 360-feedback 2008 and that of the current year’s (2011) feedback results. More detailed information of the 360-degree feedback for both 2008 and 2011 is shown in Appendix 1.As depicted in Table 4, the power-role skill of the researcher or his potential to influence people in the organization in terms of his role is above average for both years, with the 2011 feedback being slightly higher by 0.064.