Self-Analysis of Leadership Abilities - Essay Example

Self-Analysis of Leadership Abilities Introduction Effective leadership is one of the most difficult skills to acquire and to master. In many instances, the most seasoned leader sometimes does not always get everything right. By focusing on one aspect of leadership a leader would likely be inclined towards another type of leadership and be insufficiently equipped in other aspects. Self-assessment of leadership abilities is one of the tools which can help establish a leader’s capabilities and efficacy. It also helps determine which aspects of leadership require some adjustments and changes. This paper shall summarize a self-assessment of my leadership abilities. It shall discuss my leadership skills and possible adjustments and improvements I can make on such skills after I undertake two leadership self-assessment tests. Discussion Summary of results: Leadership style survey (Clark, 2007) The leadership style survey test helped to assess the leadership style I normally operated out of. After taking the self-assessment test, I computed my highest score to be that of a participative or democratic leader. Clark (2007) explained that the best leaders “operate out of the participative mode and use the other two modes as needed”. He cites an instance when the firm would have a new crew or a temporary work force. Such a leader has to practice a more authoritarian type of leadership in order to get the crew to work efficiently (Clark, 2007). But for a leader who is already working with professionals or a crew which knows more about the work than he does, then a leader can best apply a delegative style of leadership. For these instances, a participative leader makes the necessary adjustments in leadership styles based on the situation he or she is faced with (Clark, 2007). For the leaders who want their members to grow beyond their employee status and knowledge, the participative leadership style helps these employees adjust and grow into their jobs. In the interim, these employees are usually given more authority over their jobs (Clark, 2007). My results for this self-assessment test indicate that I am a participative leader – that I attempt to include my employees into the decision-making process of the organization. It also indicates that when necessary, I apply the authoritarian and the delegative forms of leadership. I have found out in the course of being a leader that there are times when one needs to be authoritative in the implementation of company policies. I have found out that in the application of authoritative leadership that, I need to be firm when the employees need the most guidance and in order to ensure that the company tasks are carried out efficiently. However, I also noticed that there were times when it was better for me, for my employees and for the company for the application of a delegative form of leadership because it enabled the members of the company to display their professional skills and to perform at their best. In these instances, the best move for me as a leader is to stay out of their way. Summary of results: Leadership Matrix Survey In the ‘Leadership Matrix Survey’, the test revealed that my leadership style is team leadership. This type of leadership indicates that I am strong on both tasks and people skills. This test measures the leader’s people skills and task skills – on how well I handle people and the tasks in the company (Clark, 1998). Some leaders may exemplify with an impoverished leadership style, where they are weak on both tasks and on people skills; some may be authoritarian, where they are strong on tasks and weak on people skills; some may be socialites and be weak on tasks and strong on people skills; and the rest may be on the middle-of-the-road leaders, and with more experience can later manifest with good team leadership skills (Clark, 1998). The results of the test indicated that I have a team leadership style. I do believe that both people and tasks are important in the accomplishment of any task. Where some leaders would be focused on the accomplishment of a task – disregarding the effect of their leadership skills on their employees – others would be on the opposite end, as they focus on taking care and interacting with their people. However, in the true leadership sense, I believe that it is possible to achieve a leadership which takes care of the people and the tasks to be done. It is possible to get a job or a task done efficiently and even quickly while still taking care of the employees – interacting with them, and ensuring an open and trusting relationship with them. Strengths and weaknesses The results also indicate that my participative skills are strong, that I allow the employees to participate in the major decisions in the company and in allowing them to participate in deciding the direction of their work. A greater degree of participation in the workplace by the employees allows the employees to have a greater sense of responsibility over their tasks and in what the company, as a whole, can achieve. They would not feel as detached from the company when they feel like their efforts are not just about their work or their job; they would feel more affinity for the company and for their leader through their participation because their success or failure would reflect on them, not just the company. Based on the self-assessment report, my areas of improvement are on the authority I exercise within the company. Although, my scores did not register in the below 20 cut-off (not operate out off) for authoritarian leadership, I still believe that this is my area which needs improvement. There are times when it is difficult to impose a more authoritarian personality when it matters the most. However, if I were to sustain my leadership, I know I need to develop more decisiveness and authority over my employees. I need to know when to draw the line between allowing them to participate in the company decisions and on allowing myself to rise up to the challenge of making the tough decisions for the welfare of the company. Compare and contrast In comparing these two assessment tests, I have found out that they are similar on some types of leadership – on authoritarian leadership. Team leadership can also be related to participative leadership. I was able to gain similar results on both tests. Participation of the members of the team or the employees is a necessary element in team leadership. Their similarity in results indicates the greater accuracy of my self-assessment test results. The tests differ from each other in the sense that the first test measures the type of leadership a person favours – be it authoritarian, participative, and delegative. The second test assesses which aspect of leadership I focus on – be it the people/employees or the tasks/job to be done. They are similar to each other in the sense that they also assess the type of leader a person is. However, the second test is more comprehensive in the sense that it assesses the type of leader a person is and the aspects of leadership a person focuses on. In the second test, I was able to establish that I equally focus on the people and the task and I operate as a team leader. In the first test, I was able to establish that I operate as a participative team leader. Conclusion The self-assessment tests that I used were the ‘Leadership Style Survey’ and the ‘Leadership Matrix Survey.’ In the first test, I established that I was a participative leader, that I try my best to let the employees participate in the major decisions in the company but I apply authoritarian skills and delegative skills when necessary. In the second test, I established that I was a team leader – that I focus on both the people and the tasks. My strength as a leader is in allowing my employees to own up to their tasks in the company; however, I need to build up more authority as a leader when it really matters the most. Through these adjustments, I know I can be a better leader for the company and for the employees. Employees would benefit from a strong leader, and the company can thrive through this strength. Works Cited Clark, D. (2007) Leadership Style Survey. NWLink. Retrieved 02 May 2010 from http://www.nwlink.com/~donclark/leader/survstyl.html Clark, D. (27 January 1998) Leadership Matrix Survey. NWLink. Retrieved 02 May 2010 from http://www.nwlink.com/~donclark/leader/matrix.html Leadership Style Survey Almost Always True Frequently True Occasionally True Seldom True Almost Never True 1. I always retain the final decision making authority within my department or team. 5 4 3 2 1 2. I always try to include one or more employees in determining what to do and how to do it. However, I maintain the final decision making authority. 5 4 3 2 1 3. I and my employees always vote whenever a major decision has to be made. 5 4 3 2 1 4. I do not consider suggestions made by my employees as I do not have the time for them. 5 4 3 2 1 5. I ask for employee ideas and input on upcoming plans and projects. 5 4 3 2 1 6. For a major decision to pass in my department, it must have the approval of each individual or the majority. 5 4 3 2 1 7. I tell my employees what has to be done and how to do it. 5 4 3 2 1 8. When things go wrong and I need to create a strategy to keep a project or process running on schedule, I call a meeting to get my employees advice. 5 4 3 2 1 9. To get information out, I send it by email, memos, or voice mail; very rarely is a meeting called. My employees are then expected to act upon the information. 5 4 3 2 1 10. When someone makes a mistake, I tell them not to ever do that again and make a note of it. 5 4 3 2 1 11. I want to create an environment where the employees take ownership of the project. I allow them to participate in the decision making process. 5 4 3 2 1 12. I allow my employees to determine what needs to be done and how to do it. 5 4 3 2 1 13. New hires are not allowed to make any decisions unless it is approved by me first. 5 4 3 2 1 14. I ask employees for their vision of where they see their jobs going and then use their vision where appropriate. 5 4 3 2 1 15. My workers know more about their jobs than me, so I allow them to carry out the decisions to do their job. 5 4 3 2 1 16. When something goes wrong, I tell my employees that a procedure is not working correctly and I establish a new one. 5 4 3 2 1 17. I allow my employees to set priorities with my guidance. 5 4 3 2 1 18. I delegate tasks in order to implement a new procedure or process. 5 4 3 2 1 19. I closely monitor my employees to ensure they are performing correctly. 5 4 3 2 1 20. When there are differences in role expectations, I work with them to resolve the differences. 5 4 3 2 1 21. Each individual is responsible for defining their job. 5 4 3 2 1 22. I like the power that my leadership position holds over subordinates. 5 4 3 2 1 23. I like to use my leadership power to help subordinates grow. 5 4 3 2 1 24. I like to share my leadership power with my subordinates. 5 4 3 2 1 25. Employees must be directed or threatened with punishment in order to get them to achieve the organizational objectives. 5 4 3 2 1 26. Employees will exercise self-direction if they are committed to the objectives. 5 4 3 2 1 27. Employees have the right to determine their own organizational objectives. 5 4 3 2 1 28. Employees seek mainly security. 5 4 3 2 1 29. Employees know how to use creativity and ingenuity to solve organizational problems. 5 4 3 2 1 30. My employees can lead themselves just as well as I can. 5 4 3 2 1 In the fill-in lines below, mark the score of each item on the questionnaire. For example, if you scored item one with a 3 (Occasionally), then enter a 3 next to Item One. When you have entered all the scores for each question, total each of the three columns. Item Score Item Score Item Score 1 ___4___ 2 ____4__ 3 ____5__ 4 __1____ 5 ____5__ 6 ___3___ 7 ___2___ 8 ___4___ 9 ____2__ 10 ____3__ 11 ___4___ 12 _____3_ 13 _____1_ 14 ___4___ 15 ___4___ 16 ___3___ 17 ___5___ 18 ___4___ 19 ____4__ 20 ___4___ 21 ___3___ 22 ___2___ 23 ___4___ 24 ___4___ 25 __2____ 26 ___4___ 27 ___2___ 28 ___4___ 29 ____4__ 30 ___4___ TOTAL __26_____ TOTAL ___42_____ TOTAL ___34_____   Authoritarian  Style   Participative Style   Delegative Style   (autocratic)   (democratic)   (free reign) Leadership Matrix Survey Questionnaire Below is a list of statements about leadership behavior. Read each one carefully, then, using the following scale, decide the extent to which it actually applies to you. For best results, answer as truthfully as possible.   never sometimes always 0 1 2 3 4 5 1. ___4____ I encourage my team to participate when it comes decision making time and I try to implement their ideas and suggestions.   2. ____4___ Nothing is more important than accomplishing a goal or task.   3. ____3___ I closely monitor the schedule to ensure a task or project will be completed in time.   4. ____5___ I enjoy coaching people on new tasks and procedures.   5. ___4____ The more challenging a task is, the more I enjoy it.   6. ___4____ I encourage my employees to be creative about their job.   7. ___4____ When seeing a complex task through to completion, I ensure that every detail is accounted for.   8. ___4____ I find it easy to carry out several complicated tasks at the same time.   9. ___4____ I enjoy reading articles, books, and journals about training, leadership, and psychology; and then putting what I have read into action.   10. ___3____ When correcting mistakes, I do not worry about jeopardizing relationships.   11. ___4____ I manage my time very efficiently.   12. ___5____ I enjoy explaining the intricacies and details of a complex task or project to my employees.   13. ___4____ Breaking large projects into small manageable tasks is second nature to me.   14. ___4____ Nothing is more important than building a great team.   15. ___4____ I enjoy analyzing problems.   16. ___4____ I honor other peoples boundaries.   17. ___4____ Counseling my employees to improve their performance or behavior is second nature to me.   18. ___4____ I enjoy reading articles, books, and trade journals about my profession; and then implementing the new procedures I have learned. Scoring Section After completing the Questionnaire, transfer your answers to the spaces below: People Question 1.___4___  4.___5___  6.___4___  9.___4___  10.___3___  12.___5___  14.__4____  16.___4___  17.___4___  TOTAL __37______ X 0.2 = ___7.4_____  (multiple the Total by 0.2 to get your final score) Task Question 2.__4____ 3.__3____  5.__4____  7.__4____  8.___4___  11.__4____  13.__4____  15.__4____  18.__4____  TOTAL ___35_____ X 0.2 __7______  (multiple the Total by 0.2 to get your final score) Matrix Section Plot your final scores on the graph below by drawing a horizontal line from the approximate people score (vertical axis) to the right of the matrix, and drawing a vertical line from the approximate task score on the horizontal axis to the top of the matrix. Then, draw two lines from each dot until they intersect. The area of intersection is the leadership dimension that you operate out of.  Read More