Chat with us, powered by LiveChat Final Project: Leadership Assessment Earlier in the course, you were asked to informally evaluate your leadership skills and qualities. In this Fi | WriteDen

Final Project: Leadership Assessment Earlier in the course, you were asked to informally evaluate your leadership skills and qualities. In this Fi

Final Project: Leadership Assessment

Earlier in the course, you were asked to informally evaluate your leadership skills and qualities. In this Final Project, you use formal assessment tools to identify your areas of strength and areas in which you need further development. You may use the results of this self-assessment to develop a plan to gain the skills and experiences that will help you move toward achieving your short- and long-term professional goals and objectives.

Using the assessment tools provided in Introduction to Leadership: Concepts and Practice, conduct a self-assessment of your own leadership characteristics, style, and skills. Complete at least four assessment tools for this self-assessment. In addition, select one tool to give to a colleague or supervisor so he or she can assess your leadership skills.

Final Project (2–4 pages in APA format)

Evaluate your current leadership characteristics, style, and skills based on the assessment tools you and your colleague/supervisor completed. Be sure to:

  • Include actual results or summaries of the results you collected using these tools
  • Identify personal leadership strengths as well as areas for improvement
  • Include references to the leadership concepts covered in this course and relevant issues related to ethics, diversity, and power in the organizational setting

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Final Project: Leadership Assessment

Nina Simone

Walden University

SOCW 6070: Supervision, Leadership, and Administration in Social Work Organizations

Dr. Christensen

February 7, 2021

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Final Project: Leadership Assessment

Leadership is essential in many circumstances. It is a reciprocal process that involves both

leaders and followers. The role carries many responsibilities and can bring about situations and

results that are challenging, exciting and rewarding (Northouse, 2013). Whether a task is small or

large in the role it still entails expectations and demands placed upon the individual or

individuals to make decisions that leads their followers to completing tasks and accomplishing

goals of the organization (Northouse, 2013). When taking all that into consideration of what is

expected of those in leadership roles or in pursuit of it, it is noted that one must understand

leadership, have awareness of self, leadership skills and qualities to determine their strengths,

weaknesses and areas for further development. So, in this paper to help in this development and

my journey towards achieving a professional goal of being in leadership I will use results of self-

assessments to identify my leadership style, traits, skills, strengths and areas to be improved

upon.

Leadership is complex and it is not just about inspiring others, it about knowing oneself

(Hughes, 2019). Leadership assessment tools are not only beneficial in helping to get to know

oneself, but it too provides practical steps that can be applied to measure your leadership and

work to be done towards boosting relevant skills (Hughes, 2019). In my efforts to understand

where I stand with leadership and its skills, I chose to complete four types of leadership

assessment tools. These questionnaires assessed my conceptualization of leadership, leadership

style, leadership traits and leadership skills which took account of strengths and weaknesses.

Also, to learn more about my leadership traits I enlisted two co-workers to rate me in this area.

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First, I was curious to see how I conceptualized leadership through this tool. Through the

assessment tool on conceptualizing leadership, I found that I viewed it as an influence process.

Leadership in this light shows that leadership is not a trait or an ability that resides in the leader,

but rather an interactive event that occurs between the leader and the followers (Northouse,

2013). Even though my highest score of 20 was in process I also had tied scores of 17 in areas of

skill and trait. In third place was ability and relationship with a score of 16. Lastly was behavior

scoring in at 15. Too me it still revealed how I initially felt about leadership and that is

leadership can be explained or defined through several concepts. Leadership explanations can

come from a trait, an ability, a skill, behavior, relationship or an influence process. No matter if

a leader is born or they learn how to become effective leaders either way it all takes hard work

and determination to influence others to get into action to achieve a common goal (Northouse,

2013).

Next in evaluating my leadership position I assessed my style. From understanding each

leadership style of authoritarian (needs to control followers and what they do, emphasizes that

they are in charge.), democratic (followers are capable of fully doing own work, do not control

followers) and laissez-faire (nominal leader who engages in minimal influence) (Northouse,

2013) I knew without any assessment to determine my style that it fell into the category of

democratic leader. Results from the assessment (3.3 Leadership Style Questionnaire) showed

with a great numerical lead of 24 that my leadership style was democratic. Democratic leaders

ultimately value the participation and collaboration of followers which encourages team

involvement, and engagement. Followers feel valued and apart of the decision-making process

which helps in accomplishing goals of the organization. I had a low score of 16 in authoritarian

leadership because this is not the way I would want to lead a team. I see this as a dictatorship

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even though when this style it used more efficiency and productivity is seen but your followers

are working in an environment where independence is at a loss at some point, they will lose

interest and become dissatisfied.

Thirdly, I assessed my leadership traits with the help of two co-workers. I felt that by having

additional people who work with me to rate me in this area would give a much more accurate,

honest, and clear understanding of my leadership traits by showing strengths, and weakness.

Sometimes when assessing ourselves we may miss something, but another person’s view can

provide constructive criticism. It also will help with knowing what areas I need to work on to

become a better, and well-rounded leader in my future. No leader is perfect. All of us have

leadership traits that are strengths and deficits that expose our weaknesses, but we are not always

aware. So, by periodically assessing these pluses and minus in our leadership makeup helps to

see where improvements and changes are needed.

I found from the assessments that I had lots of strengths and weaknesses as well. There were

strengths that needed to be fine tuned and weaknesses that needed to be turned into strengths.

For example, I discovered that I was good at communicating, attentively listening to others and

showed sensitivity and empathy which are key strengths in the social work profession. Not only

did I view myself as being determined, trustworthy, dependable and a great teammate my

coworkers also felt the same way. When I was able to say that out loud and convey it to others it

made it real and from that I felt inspired. I uncovered that my two greatest weakness were huge

because they filtered down too many other things and they needed to be turned to strengths if I

chose to take on a leadership role. Those two areas of weaknesses are in self-confident and self-

assurance. If you lack confidence and self-assurance others will find it hard to follow. You must

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be confident in what you are doing and believe that you can make positive change. Self-doubt

trickles down to others it can really show in your work. Not only did I rate myself low in these

areas so did my coworkers. They informed that I did know my stuff, but I always doubted and

second guessed myself. So, I am making efforts to work on this aspect of myself to improve

upon my leadership skills and traits.

Our leadership capability is enhanced when we can discover our fully utilized strengths,

underutilized strengths, and weaknesses (Northouse, 2013). The challenge we face is identifying

our strengths and then employing them effectively in our leadership and personal lives.

Lastly in assessments I did the leadership skills questionnaire to identify my leadership skills.

I learned that I have even amounts of each leadership skill of administrative, interpersonal and

conceptual. My highest scoring area was in problem solving (conceptual) with a 24. You need

administrative skills to run the organization and carry out purposes and goals. It entails

management of people, resources and showing technical support (Northouse, 2013). I scored a

20 which is a moderate range. Interpersonal skills I received a 19 (moderate range) this is the

people skills area. Knowing how to be socially perceptive, showing emotional intelligence and

being able to manage interpersonal conflict is key with this area of skill in leadership. Overall,

with these assessment results I felt well rounded in this area, but it showed areas to be improved

especially with the interpersonal skills. You must be able to engage your followers and be aware

of yourself and your followers. Followers in some way should like/believe in their leader and

feel inspired by them so improvements in this area is greatly needed.

Once the leader has gotten to know more about oneself and fined tuned their skills the setup of

the organization must be evaluated. The setup of any organization needs to be positive. Positive

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organizational climate is important to an organization because it leads to higher levels of

organizational commitment, and organizational performance of the employees (Berberoglu,

2018). It is about employees’ attitudes and how they perceive the workplace. It is a condition

related to the working environment's characteristics that influence the individuals. Pleasant

organizational climate supports the employee's willingness to perform better (Nugroho, Nurulita

& Janfry, 2020). Furthermore, the employee within an excellent organizational climate would

develop a willingness for good behavior to complete activities outside the main occupation

(Nugroho, Nurulita & Janfry, 2020). The climate of an organization can be affected by

motivation, delegation, authority, feedback, attitudes ethics and diversity considerations.

Leadership should incorporate ethics because when the leader is influencing followers it should

be to do the right thing in the right way for the right reasons which is what leadership in social

work is all about. Ethical leadership has a few components, one being good character. Character

that one can trust and embodies honesty, respect, responsibility, fairness, caring and citizenship

(Northouse, 2021). When influencing change an ethical leader uses moral means to achieve goals

and make positive change (Northouse, 2021). Ethical leaders are also self-aware, and they value

and respect diversity and perspectives of others.

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References:

Berberoglu, A. (2018). Impact of organizational climate on organizational commitment and

perceived organizational performance: empirical evidence from public hospitals. BMC

Health Serv Res 18, 399. https://doi.org/10.1186/s12913-018-3149-z

Hughes, K. (2019). 5 Leadership Assessment Tools You Need to Try – ProjectManager.com.

Retrieved 7 February 2021, from https://www.projectmanager.com/blog/leadership-

assessment-tools

Northouse, P. G. (2021). Introduction to leadership: Concepts and practice (5th ed.).

Washington, DC: Sage.

Northouse, P. G. (2013). Leadership: Theory and practice (6th ed.). Los Angeles: Sage

Publications. Reprinted by permission of Sage Publications via the Copyright Clearance

Center.

Nugroho, A., Nurulita, E. & Janfry, S. (2020). How Work Satisfaction and Organization Climate

Influence Organizational Citizenship Behavior. MIX: Journal Ilmiah Manajemen, 10(3),

427–438. https://doi-org.ezp.waldenulibrary.org/10.22441/mix.2020.v10i3.008

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INTRODUCTION TO LEADERSHIP Fifth Edition

DEDICATION To Madison, Isla, Sullivan, and Edison

INTRODUCTION TO LEADERSHIP

Concepts and Practice

Fifth Edition

Peter G. Northouse

Western Michigan University

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Identifiers: LCCN 2019029354 | ISBN 9781544351599 (paperback; alk. paper) | ISBN 9781544351612 (epub) | ISBN 9781544351605 (pdf)

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BRIEF CONTENTS Preface About the Author CHAPTER 1 • Understanding Leadership CHAPTER 2 • Recognizing Your Traits CHAPTER 3 • Understanding Leadership Styles CHAPTER 4 • Attending to Tasks and Relationships CHAPTER 5 • Developing Leadership Skills CHAPTER 6 • Engaging Strengths CHAPTER 7 • Creating a Vision CHAPTER 8 • Establishing a Constructive Climate CHAPTER 9 • Embracing Diversity and Inclusion CHAPTER 10 • Listening to Out-Group Members CHAPTER 11 • Managing Conflict CHAPTER 12 • Addressing Ethics in Leadership CHAPTER 13 • Overcoming Obstacles CHAPTER 14 • Exploring Destructive Leadership Glossary Index

DETAILED CONTENTS Preface About the Author CHAPTER 1 • Understanding Leadership

Introduction Leadership Explained

“Leadership Is a Trait” “Leadership Is an Ability” “Leadership Is a Skill” “Leadership Is a Behavior” “Leadership Is a Relationship” “Leadership Is an Influence Process” Leadership vs. Management

Global Leadership Attributes The Dark Side of Leadership Leadership Snapshot: Michelle Obama Summary Glossary Terms Application

➨ 1.1 Case Study—King of the Hill ➨ 1.2 Case Study—Charity: Water ➨ 1.3 Conceptualizing Leadership Questionnaire ➨ 1.4 Observational Exercise ➨ 1.5 Reflection and Action Worksheet

References CHAPTER 2 • Recognizing Your Traits

Introduction Leadership Traits Explained

Intelligence Confidence Charisma Determination Sociability Integrity

Leadership Snapshot: Nelson Mandela Leadership Traits in Practice

Harriet Tubman (1820–1913) Winston Churchill (1874–1965) Mother Teresa (1910–1997) Bill Gates (1955– ) Oprah Winfrey (1954– ) LeBron James (1984– )

Summary Glossary Terms Application

➨ 2.1 Case Study—NorthTown Doulas ➨ 2.2 Case Study—The Three Bs ➨ 2.3 Leadership Traits Questionnaire ➨ 2.4 Observational Exercise ➨ 2.5 Reflection and Action Worksheet

References CHAPTER 3 • Understanding Leadership Styles

Introduction Leadership Philosophy Explained

Theory X Theory Y

Leadership Styles Explained Authoritarian Leadership Style Democratic Leadership Style Laissez-Faire Leadership Style

Leadership Snapshot: Victoria Ransom Leadership Styles in Practice Summary Glossary Terms Application

➨ 3.1 Case Study—Several Different Styles ➨ 3.2 Case Study—Leading the Robotics Team ➨ 3.3 Leadership Styles Questionnaire ➨ 3.4 Observational Exercise

➨ 3.5 Reflection and Action Worksheet References

CHAPTER 4 • Attending to Tasks and Relationships Introduction Task and Relationship Styles Explained

Task Style Relationship Style

Leadership Snapshot: Ai-jen Poo Task and Relationship Styles in Practice

Task Leadership Relationship Leadership

Summary Glossary Terms Application

➨ 4.1 Case Study—From Two to One ➨ 4.2 Case Study—Day and Night ➨ 4.3 Task and Relationship Questionnaire ➨ 4.4 Observational Exercise ➨ 4.5 Reflection and Action Worksheet

References CHAPTER 5 • Developing Leadership Skills

Introduction Administrative Skills Explained

Administrative Skills in Practice Interpersonal Skills Explained

Interpersonal Skills in Practice Leadership Snapshot: Coquese Washington Conceptual Skills Explained

Conceptual Skills in Practice Summary Glossary Terms Application

➨ 5.1 Case Study—Give Me Shelter ➨ 5.2 Case Study—Reviving an Ancient Art ➨ 5.3 Leadership Skills Questionnaire

➨ 5.4 Observational Exercise ➨ 5.5 Reflection and Action Worksheet

References CHAPTER 6 • Engaging Strengths

Introduction Strengths-Based Leadership Explained

Historical Background Identifying and Measuring Strengths

Strengths-Based Leadership in Practice Discovering Your Strengths Developing Your Strengths Addressing Your Weaknesses

Leadership Snapshot: Steve Jobs Recognizing and Engaging the Strengths of Others Fostering a Positive Strengths-Based Environment

Summary Glossary Terms Application

➨ 6.1 Case Study—Ready to Be CEO? ➨ 6.2 Case Study—The Strength to Stand Out ➨ 6.3 Leadership Strengths Questionnaire ➨ 6.4 Observational Exercise ➨ 6.5 Reflection and Action Worksheet

References CHAPTER 7 • Creating a Vision

Introduction Vision Explained

A Picture A Change Values

Leadership Snapshot: Rosalie Giffoniello A Map A Challenge

Vision in Practice Articulating a Vision Implementing a Vision

Summary Glossary Terms Application

➨ 7.1 Case Study—A Clean Slate ➨ 7.2 Case Study—Kakenya Ntaiya ➨ 7.3 Leadership Vision Questionnaire ➨ 7.4 Observational Exercise ➨ 7.5 Reflection and Action Worksheet

References CHAPTER 8 • Establishing a Constructive Climate

Introduction Constructive Climate Explained Climate in Practice

Providing Structure Clarifying Norms Building Cohesiveness Promoting Standards of Excellence

Leadership Snapshot: Nancy Dubuc Summary Glossary Terms Application

➨ 8.1 Case Study—A Tale of Two Classes ➨ 8.2 Case Study—Challenging Courtroom Culture ➨ 8.3 Organizational Climate Questionnaire ➨ 8.4 Observational Exercise ➨ 8.5 Reflection and Action Worksheet

References CHAPTER 9 • Embracing Diversity and Inclusion

Introduction Diversity and Inclusion Explained

Definitions Inclusion Framework Leadership Snapshot: Ursula Burns Diversity and Inclusion in Practice

Model of Inclusive Practices

Leader Practices That Advance Diversity and Inclusion Barriers to Embracing Diversity and Inclusion

Summary Glossary Terms Application

➨ 9.1 Case Study—What’s in a Name? ➨ 9.2 Case Study—Mitch Landrieu: Symbolic Progress ➨ 9.3 Cultural Diversity Awareness Questionnaire ➨ 9.4 Observational Exercise ➨ 9.5 Reflection and Action Worksheet

References CHAPTER 10 • Listening to Out-Group Members

Introduction Out-Group Members Explained

How Out-Groups Form The Impact of Out-Group Members

Out-Group Members in Practice Strategy 1: Listen to Out-Group Members Strategy 2: Show Empathy to Out-Group Members Strategy 3: Recognize the Unique Contributions of Out- Group Members Strategy 4: Help Out-Group Members Feel Included Strategy 5: Create a Special Relationship With Out- Group Members

Leadership Snapshot: Abraham Lincoln Summary Glossary Terms Application

➨ 10.1 Case Study—Next Step ➨ 10.2 Case Study—Unhappy Campers ➨ 10.3 Building Community Questionnaire ➨ 10.4 Observational Exercise ➨ 10.5 Reflection and Action Worksheet

References

CHAPTER 11 • Managing Conflict Introduction Conflict Explained

Communication and Conflict Conflict on the Content Level

Leadership Snapshot: Humaira Bachal Conflict on the Relational Level

Managing Conflict in Practice Fisher and Ury Approach to Conflict Communication Strategies for Conflict Resolution Kilmann and Thomas Styles of Approaching Conflict

Summary Glossary Terms Application

➨ 11.1 Case Study—Office Space ➨ 11.2 Case Study—High Water Mark ➨ 11.3 Conflict Style Questionnaire ➨ 11.4 Observational Exercise ➨ 11.5 Reflection and Action Worksheet

References CHAPTER 12 • Addressing Ethics in Leadership

Introduction Leadership Ethics Explained Leadership Ethics in Practice

1. The Character of the Leader 2. The Actions of the Leader 3. The Goals of the Leader 4. The Honesty of the Leader 5. The Power of the Leader 6. The Values of the Leader

Culture and Leadership Ethics Summary Glossary Terms Application

➨ 12.1 Case Study—The Write Choice ➨ 12.2 Case Study—In Good Company

➨ 12.3 Sample Items From the Ethical Leadership Style Questionnaire ➨ 12.4 Observational Exercise ➨ 12.5 Reflection and Action Worksheet

References CHAPTER 13 • Overcoming Obstacles

Introduction Obstacles Explained Overcoming Obstacles in Practice

Obstacle 1: Unclear Goals Obstacle 2: Unclear Directions Obstacle 3: Low Motivation

Leadership Snapshot: Bill Courtney Obstacle 4: Complex Tasks Obstacle 5: Simple Tasks Obstacle 6: Low Involvement Obstacle 7: Lack of a Challenge

Summary Glossary Terms Application

➨ 13.1 Case Study—Student Maid ➨ 13.2 Case Study—The Improbable Kodiak Bears ➨ 13.3 Path–Goal Styles Questionnaire ➨ 13.4 Observational Exercise ➨ 13.5 Reflection and Action Worksheet

References CHAPTER 14 • Exploring Destructive Leadership

Introduction Destructive Leadership Explained

Definition Toxic Triangle

Confronting Destructive Leadership in Practice Leaders Followers Context

Leadership Snapshot: Elizabeth Holmes

Summary Glossary Terms Application

➨ 14.1 Case Study—Dr. Chen Likes Power ➨ 14.2 Case Study—Breaking the Silence ➨ 14.3 Abusive Leadership Questionnaire ➨ 14.4 Observational Exercise ➨ 14.5 Reflection and Action Worksheet

References Glossary Index

PREFACE Leadership is a highly valued commodity. Given the volatility in world affairs and our national political climate, the public’s desire for constructive leadership is higher than it has ever been. People continue to be fascinated by who leaders are and what leaders do. They want to know what accounts for good leadership and how to become good leaders. Despite this strong interest in leadership, very few books clearly describe the complexities of practicing leadership. I have written Introduction to Leadership: Concepts and Practice to fill this void.

Each chapter describes a fundamental principle of leadership and how it relates in practice to becoming an effective leader. These fundamentals are illustrated through examples, profiles of effective leaders, and case studies. The text comprises 14 chapters: Chapter 1, “Understanding Leadership,” analyzes how different definitions of leadership have an impact on the practice of leadership. Chapter 2, “Recognizing Your Traits,” examines leadership traits found to be important in social science research and explores the leadership traits of a select group of historical and contemporary leaders. Chapter 3, “Understanding Leadership Styles,” explores how a person’s view of people, work, and human nature forms a personal philosophy of leadership and how this relates to three commonly observed styles of leadership: authoritarian, democratic, and laissez-faire. Chapter 4, “Attending to Tasks and Relationships,” describes how leaders can integrate and optimize task and relationship behaviors in their leadership role. Chapter 5, “Developing Leadership Skills,” considers three types of leadership skills: administrative, interpersonal, and conceptual. Chapter 6, “Engaging Strengths,” discusses the emerging field of strengths-based leadership, looking at how several assessment tools can help one to recognize their own strengths and those of others and then put those strengths to work as an effective leader. Chapter 7, “Creating a Vision,” explores the characteristics of a vision and how a vision is expressed and implemented. Chapter 8, “Establishing a Constructive Climate,” focuses on how important it is for leaders who are running groups or organizations to provide structure, clarify norms, build cohesiveness, and promote standards of excellence. Chapter 9, “Embracing Diversity and Inclusion,” discusses the importance of inclusive leadership and best practices for creating inclusive environments. Chapter 10, “Listening to Out-Group Members,” explores the nature of out-groups, their impact, and ways leaders should respond to out-group members. Chapter 11, “Managing Conflict,” addresses the question of how we can manage conflict and produce positive change. Chapter 12, “Addressing Ethics in Leadership,” explores six factors that are related directly to ethical leadership: character, actions, goals, honesty,

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