RUNNING HEAD: LEADERSHIP PROFILE 1

Leadership Profile Assessment

Diana Householder (Student #522906)

Siena Heights University Graduate College

12-8-2017
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Leadership Profile Assessment for Diana Householder

Leadership

Leadership is one of the most highly discussed topics in the modern world. From the business

perspective, to public service, to teaching and more. As often as it is the topic of discussion and

dissection it also continues to be a somewhat elusive subject. Yet, however tenuous the subject

of leadership might be, it need not be limited in the belief that leadership only belongs to a

certain few individuals. The key to unlock the door to leadership is within understanding oneself,

learning the critical aspects and concepts of leadership and then applying the knowledge

(Rosenbach, & Sashkin, 2014).

Before being accepted into the leadership program at Siena Heights University, I was asked to

write an essay about my favorite leadership quote. John Quincy Adams statement of "if your

actions inspire others to dream more, learn more, do more and become more, you are a leader,

has always been my favorite. This quote inspires and motivates me and spurred thought

provoking research into my deeper self, in order to gain a better understanding of the

effectiveness of good leadership skills and what can be accomplished. The essence of John

Quincy Adams leadership style spoke for itself in this little phrase which is what the heart of

great leadership is about. A great leader inspires others to reach for their dreams in order to

facilitate learning as well as doing and becoming more. If we are passionate about what we do

and aspire to inspire, motivate, solve problems and engage in reaching goals.

I questioned myself as to what it is that drives me in the organization that I work for. I

understand that leaders open up options and help create opportunities (Rosenbach, & Sashkin,

2014). So, I ask myself what talents do I possess to that will help me reach my goals, the goals

of others, as well questioning my own passions and my own willingness to commitment. Without
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a sense of passion in what you do imminent failure lies ahead. As leaders, our goal is to help

identify problems, find solutions, build foundations and stable coalitions, and strive to achieve

like outcomes (Rosenbach, & Sashkin, 2014). A leaders voice of influence is also important

when it comes to stimulating the dreams of team members, encouraging them to learn more and

to aspire to reach for the stars when it comes to their dreams. When people are inspired and

happy they are more likely to be motivated to learn more and do more. I have found that a

confident leader will assist team members by teaching and leading them further on the journey to

reach their desired objective, whether this is getting promoted or goals for reaching the top in the

company. Empowerment of team members plays an important role in this as well. Individuals in

leadership roles must also be able to walk their talk to unleash unlimited potential in group

efforts as a whole.

As I look back through this past year, progressing through the leadership program of

Siena Heights University I am able to ascertain the extent of which that I have grown. In

assessment of my strengths and weaknesses and reflecting on the skills that I brought with me.

My skill set now enhanced through cultivation and nourishment and critical self-evaluation

stemming from the beginning of the leadership program and on through to the final set of

courses. Through the coursework and class interactions I have come to understand more about

who I am as a leader, as well as where I would like to direct my energy and efforts in the future. I

have learned the great importance in utilizing the skill of communication, the art of listening and

being self-aware in order to master the art of exercising emotional intelligence. Effective

communication being the key to leadership and mastering this the goal. As I master myself I

master my future.
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According to Stephen Covey (2004), there are the four important roles of leadership to

consider. Leaders inspire trust without expectations, stimulate order without demands, cultivate

and foster vision and empowerment without need of proclamations, and finally unleash potential

without ulterior motivations. Covey (2004) also maintains that leaders should constantly look

for the potential in people, listen to them and continually affirm them by our words and by using

all four roles of leadership (p.273).

At the beginning of the leadership program I believed that if I first inspire myself to dream

more, learn more, do more and become more and as a result of this passion flowing over I will be

able to touch others with the awareness of which I have gained. As a leader, I touch the lives of

others. With this I want to fuel hidden passions and aspirations to help unleash unlimited

potentials, to be moved and help move others to higher levels. As I launch forward, with degree

in hand, into the unknown I will continue to reflect on the inspiration of this quote. Maintaining

an openness and awareness to inspire and motivate as I journey forward towards my aspirations

and future endeavors as a leader who cultivates and tends the garden of hopes and dreams.

Transactional and Transformational Leadership

According to researchers, Bono and Judge (2004) there are two main types of leadership

approaches: transactional and transformational. The transactional leadership is a style in which

leaders influence the followers by using a method of fair trades such as giving a reward or

punishment for performance. This can be understood in terms of receiving a bonus compensation

for meeting performance goals. Transformational leaders are quite the opposite in the extent that

the followers strongly identify personally with the leader. Therefore, the followers share the

leader or the organizational vision for the future over and beyond their own personal goals and

compensations (Bono, & Judge, 2004).

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In the organizational culture and communication course we discussed in depth the importance

of leadership in relation to organizational culture and change. Edgar Scheins model listed the

primary steps to follow and implement in order for leaders to change organizational culture;

drawing on cognitive, emotional and behavioral characteristics which can be developed in

leaders. All of which are critical elements of transformational leadership, therefore opposite of

the managerial style of transactional leadership (Sashkin, 2012).

Leadership Assessment

According to leadership theories and models, Sashkin and Marshall (2012) leadership styles

can be ascertained by the certain behaviors, characteristics and/or effects that a leader might have

on a group or organization. The leadership questionnaire itself consisted of fifty questions which

assess the participants effectiveness in regard to transactional and transformational leadership

styles. As the participant, my self-assessment was then compared to the average of the other

observers that were invited to participate, and who also answered the same questions assessing

my leadership characteristics and actions.

I went into the assessment open-minded, honest and candid in my responses as I critiqued my

leadership skills through critical self-reflection and evaluation. The true results lie in the effects

of my past performance and how I was perceived by my co-workers. The results of the

assessment can be relied on to help me to assess and identify my strengths and weaknesses

which will help me further in the establishment of clarity and a clear sense of direction. Utilizing

all of myself and operating as a balanced leader, therefore not limiting myself to only the areas

that are my greatest strengths, but also to identify the weaknesses that can be improved upon.

Moreover, I am able to fashion the vision of the leader of which I strive to be by developing
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strategic goals and initiatives in order to further my objectives for growth, establishing a clear

choice in the path or direction of where I want to head and ultimately land.

Leadership Profile

The leadership profile assessment was completed by a total of four observers. These

observers were four of my co-workers that were willing to take the assessment in order to help

me to understand and grow as a leader. The leadership profile results reveal that my personal

leadership style is more transformational in both characteristics and behavior. I assessed myself

as being an average in the three areas of leadership assessed. The results concluded by both my

own self-assessment scores and the observers assessments as shown below.

I interpret my self-assessment results as indicating that I fit within in the profile of aspiring

leader and within the visionary parameters. According to the Leadership Profile booklet by

Rosenbach & Sashkin, (2014) these results indicate that I am in an advantageous position for

future growth and development. The authors also express that aspiring leaders have solid

managerial capabilities as a foundation for leadership goals. As an aspiring leader, the challenges

of transformational leadership might be frustrating in regard to the direction headed and in the

clarity of goals. The visionary thinker profile indicates an individual who has an inclination for
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great ideas as well as a clear vision of how those ideas can fit into the organization. The pitfall of

visionary thinkers is that they lack in the abilities needed to engage the followers as well as the

organization in the creation and the execution of the vision. Rosenbach and Sashkin, (2014) also

state in the profile that the visionary thinker lacks in the ability to engage the leadership actions

necessary to transform the vision into a reality. This is in fact my struggle and a challenge to

myself to overcome.

Leadership and Follower

Currently I do not hold a leadership role position but I do seek every opportunity to engage

with the body of leaders that I work under. As a follower, I fit into the partner profile. I am a

leader, therefore as such, my willingness to be submissive is limited, which in turn effects my

capabilities as a follower. Having operated in leader and management roles for many years I

understand who I am and the potentials that I have for any organization. In the duration of my

working life in every role my skills were always recognized quickly by supervisors, and as such I

always landed in a leadership position.

In my current role, I am in the position of a follower and I struggle to maintain my role. I say

that I struggle because my inner leader will not adhere to suppression, therefore finds ways to

make itself known to my body of supervisors. The profile of a partner follower fits me as t

indicates an individual who has the competence and energy to do the tasks assigned, yet are also

aware of and pay attention to the purpose of the organization. The partner profile is indicative of

leaders and subordinates who work together, behaving as partners to help the organization

operate smoothly at all times and under all conditions (Rosenbach, Pittman, & Potter, 2012).

Although I am not working within the parameters of leadership officially I still looked upon and

sought out by leaders to team up on important projects as well as seeking my advice.

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Transactional Leadership Profile

Important to any organizational structure is the management aspect which is known as

transactional leadership. A transactional leader is focused on tasks and group performance which

is critical for day to day operations. As a leader, it is important to know what the employees do

daily, what troubles they may be encountering as well as offering available solutions.

Transactional leaders are involved, engaged and know what the employees contribute to the

organization being careful to steer clear of micro-managing. As an employee, I want to feel

confident that I can go to my supervisor with problems and issues which need to be resolved,

without having to be closely observed and directed in task processes. Transactional leadership is

what I consider myself as having my leader beginning in. The first job as a manager in which I

learned to direct people sometimes with a firm hand. This is the time in my life when I felt that

in order to be a boss I had to prove myself due to being an amateur in the game and as such

people will challenge you. Now I realize that I was learning how to be a leader, how to handle

situations the right way and the wrong way, and ultimately how to be a good leader. It was a

customer in our family business who said a few words to me that changed my perceptions of

how I lead. This, in the end helped transition me to transformational leadership long before I

even heard of leadership styles in general. The man simply stated something like this, things are

managed and people are led, plain and simple and never forgotten. From that day forward I

remembered to manage the books, the food supply and the bills turning the rest of my attention

and focus on leading the people who worked under me.

The results of my self-assessment along with the profile information provided indicate to me

that I failed myself somewhere in the assessment. Looking over the results I feel that my own

self-assessment scores were weaker than I had initially anticipated. My transactional leadership
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score results of 48.87 and the observers score results of a 46.93 indicate that I must look deeper

into what I am communicating to myself and my coworkers. I assessed myself for capable

management at 53.28, my observers average score being 49.67. In the reward equity category I

scored myself 44.46 with the observers results of a 44.19. I ask myself why I am conflicted in

seeing these results. I consider managerial skills are those of which are applied to things such as

time and objects not to people, but on second thought I also understand that my job requires that

I manage myself daily, hourly and by the minute. Although I do not currently hold a supervisor

position, I do work independently and must have managerial skills in order to appropriately

manage myself, my time, my tasks, my paperwork as well as the community in which I serve. In

short, I am a stronger transactional leadership than my own self-assessment and the observers

results indicate. My capable management skills score given by the individuals who assessed me

are lower than my actual capabilities. Moreover, I am aware of my weakness in the reward

equity, therefore this score I feel is just and a category which I must strengthen myself in.

The dimensions of the leadership profile are formed from ten scales contrived from the fifty

statements in the questionnaire. The scales are then utilized as a tool to help measure the

attributes of oneself as both a transactional and transformational leader. The first two scales are a

measure of transactional leadership skills which are referred to as capable management and

reward equity. Capable management measures how adept a leader is at accomplishing daily

managerial tasks necessary in organizational operations. I am strong in this area of management

as I believe in and encourage helping others to accomplish their tasks exceptionally. My

weakness lies in reward equity. I am not the most adept at expressing to others a job well done.

Not that I do not recognize or appreciate the performance and effort, I tend to get so absorbed in
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other tasks that I just simply do not follow through with appreciation. As such, through this

assessment I can understand my motivations and must in turn set goals to improve in this area.

According to the results from my co-workers I scored lower than in my own self-assessment

in transactional leadership. I am not surprised because I understand that the observers who

participated do not really know me as a manager or as a leader. I have only been with my

organization for a few years and as such have not participated in a leadership or supervisor role. I

also see now that what and how I am communicating in the workplace is not showing me at my

best, performing in my truest capabilities or within my fullest potential. In order to change

coworkers perceptions, I must take action and make the necessary adjustments within my

organization in the work that I do in order to clearly define myself and my skills within the

organizational culture.

The leadership theory coursework provided direction in understanding the four central

leadership competencies or meta-competencies. These attributes being, the knowledge, skills,

abilities and behaviors of individuals. A study on leadership conducted by Fairholm (2004)

suggests that leadership involves the molding of ethical values via ethical leadership

implemented through personal behaviors, organizational policies, and operations. Leaders who

have the qualities of being able to facilitate integrity and ethics to establish trusting relationships,

have excellent critical thinking skills strategically used to achieve goals, as well as excellent

communication skills and as such a great leader permeates all of these skills and more. I have the

knowledge, I have gained the skills and abilities, the behaviors attributed to leadership skills, and

conclude that I must evaluate my communication skills and strengthen them. My weakness is in

communication and what I am conveying to the organizational environment. What I have

mastered in leadership competencies is not being clearly displayed which can potentially affect
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my future success in acquiring leadership roles. My capabilities are much stronger than

indicated, yet I am not operating at my fullest potential, as the results indicate, which defines

where I am at in the organizational culture at present. These capabilities or competencies are

defined as my personal traits, behaviors, skills, values and knowledge which are instrumental in

the performance of a leader (Sydanmaanlakka, 2003).

Transformational Leadership Profile

Through the leadership program I have increased my understanding of organizations

requisite efforts to understand the employees, as well as the employee necessitates in

understanding the needs of the organization. I have learned that understanding and a mutual

handshake benefits the employee and the employer. Assimilating an inspiring and motivating

style I integrate and exercise transformational leadership. I feel that the changes that I have

experienced are in the gaining of increased awareness and understanding of what I have learned

and putting it to good use. Transformational leadership is primarily concerned with the imparting

of a vision, and the focus on the future of where the organization is heading and its goals.

Through the leadership assessment my overall self- assessment score results of a 50.47 in

behaviors and a 59.77 for characteristics indicate that I observe average transformational

behaviors and a little above average in the transformational characteristics. On the other hand,

the observers scores are lower with transformational behaviors assessed at an average score of

51.86, and characteristics at a much lower score of 49.71.

As discussed in the transactional leadership section of this paper there are deeper dimensions

of the leadership profile, which are referred to as scales comprised of the fifty statements in the

leadership assessment. The transformational leadership scales three through six measure

behavior, while seven through nine assess personal characteristics, and finally scale ten measures
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a leaders capability to take actions which ultimately have a positive effect on the organizational

culture. Through the assessment I have found that my weakness is in communication which is

where my lowest self-assessment score of 35.11 resides, the observes score for the same category

a 43.60. According to scale three, communications leadership, we assess ones ability to manage

and direct the attention of others through interpersonal communication.

In the organizational culture and communication course we discussed the importance of good

communication skills, within a corporation or organization, that cannot be emphasized enough.

Skills in listening, as well as skills in transmitting information or ideas, can and often time is, the

king pin in an effective and productive organization. Communication must be conveyed clearly,

and without question, expectations, ideas, problems and solutions. Leaders I must be able to

receive, process and evaluate accurately, is information followers are trying to convey so good

ideas can be implemented, problems can be solved and information can be distributed for

effective empowerment. The tenets of culture describe the shared beliefs, values, customs

ingrained from socialization. In business, culture is about establishing a culture of ethics within

organizations, a set of principles that guide the individuals in the programs, policies and

decisions for the business. Due to the results of my self-assessment I now have a better

understanding in what area I must focus on to strengthen my weaknesses.

To reduce communication difficulties, as a leader I must make communication high priority

as an organizational standard of sharing and understanding information at every level, instead of

merely just passing it on to a select few. Upon self-reflection spurred on by the leadership

assessment I realize that collectively, to enhance communication skills at every level of the

organization it is paramount for me to not only possess, but also to improve upon communication

abilities. Abilities such as listening to understand, valuing the exchange of information, clarity
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through quality of messages being sent, promoting two-way open communication, increasing the

amount of information accessible at all levels, as well as providing sufficient feedback. My goal

at this point is to create an action plan which will lead me in the direction of communicating my

managerial skills, as a transactional leader within my organizational environment. Furthermore,

projecting and extending, by communication, to reach further out into the community in which I

serve. I must find what actions will give me the results of which I desire to manifest and then

clearly articulate implementing my visions into reality.

The courses in this leadership program have helped me to improve and strengthen my

leadership skills and abilities. My highest observers score being in the category of confident

leadership, 65.68. My confidence having grown through the course of this past year to become

more confident in myself and the talent that I bring to the table, yet I am not shining as the leader

that I know I am. During the length of this program I have gained in the ability to honestly assess

personal strengths and weaknesses, also an increased self-awareness as it pertains to emotional

intelligence and more of what it takes to cultivate the garden of what I wish to accomplish within

the community.

Leadership Strengthening Strategy

According to the observers leadership assessment results I was scored lowest in the follower

centered leadership category, with a score of only 38.86. In this category, the participant is

measured in the degree of exercising positive use of power and authority to accomplish

organizational goals. This type of leaders seeks, uses and shares power and authority, positively,

to benefit others thus reaching goals which can be agreed upon by everyone (Rosenbach &

Sashkin, 2014). The observers score in this category caused me to reflect on my interactions

within my organization to gain a better understanding of how I am viewed.

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In my organization, I have grown to understand the overall organizational views of the

retention strategies set in place, which make it possible to retain and motivate employees to

remain loyal, productive, and competitive. Furthermore, leadership emphasizes retention

strategies as long-term investments in future growth and competitiveness within the organization.

My organizational leaders understand that the labor market today is highly competitive and

retaining top talent is essential to compete in the market place. The Leadership body also

recognize the challenges of investing in job content, as well as formal training and development

employers must be willing to provide training. Moreover, recognizing leaders from within,

training and develop them as present and future leaders. As a leader, I understand the necessity

of optimizing the available opportunities to exercise retention strategies and invest in employees,

who in return become stakeholders, therefore increasing the competitive and financial bottom-

line of the company. Development of employee retention strategies have a large impact, and in

the long run pay the employee and the organization.

Through strategic leadership concepts I learned that the elements of strategic leadership are a

process of consistently applying smaller key concepts, routinely, interwoven with the

development of necessary skills directed at thinking and acting strategically. Just as

communication and thinking are intrinsic, and fostering effective communication requires clarity

of thought as organizational leaders must be able to receive, process, evaluate and communicate

accurately in order to solve problems. The same concept can also be applied to the process of

thinking and doing. Thinking and doing are also intrinsic and woven together, integrated into the

organization and supported by trust Furthermore, using the advantage of understanding ones
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personal style and the impact it has on others, as well as understanding the non- linear and

repetitive nature of the strategic management processes (Krishnan, 2004).

In order to improve myself as a leader I will further analyze the results from the leadership

assessment profile in order to completely understand and incorporate the results into my strategic

career plan which was plotted out in LDR 621. Using the observers assessment scores, shown

below, my goal is to establish consistent growth in the under average areas to average or above

average.

Follower centered leadership - 38.86. The goal is to establish myself in a position of

authority in order to benefit others as a whole.

Leadership communication 43.60. The goal is to improve in my listening skills as well

as improving upon conveying of ideas and concepts clearly.

Enabling leadership 43.63. Project myself and my skills to the organizational

environment in order for my coworkers to gain more clarity in my skills and abilities as a

transformational leader. Allow myself to come out of the closet in order for my true

capabilities to be understood by those in my environment.

Visionary leadership 46.13. Improve my communication and expression of all ideas,

concepts, and visions in order to increase engagement, and increase expressiveness in

plans which extend a few years or more.

Culture building leadership 48.16. Increase the awareness of my knowledge of the core

values of the organization to my coworkers and supervisors.

Moving Forward

Moving forward as a leader and a leader of the future, I understand that leadership is the

ability to inspire confidence and support within a group or organization to achieve like goals.
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Understanding myself, as well as my personal attributes, as a transformational leader, I

understand how I can have a large influence on the willingness of those being led.

The ethics and social justice course incorporated the stakeholder management approach to help

me further understand the stakeholder and what a stakeholder represents. As I venture further out

into the operations of the community service I am able to use what I have a gained to better

understand the stakeholders in relation to my line of work. These stakeholders being the parties

in which my organization ultimately affects, such as the environment and the community itself.

The stakeholder management theory ultimately serves as a model in which an organization can

project a future which is for the good of all. I can reference the stakeholder management

approach for many different types of organizations to broaden my sense of how they will be

affecting different communities (Sirgy, 2002). Stakeholder management is a critical component

as it is the process of managing the expectations of anyone who has interest in a project or will

be affected by the end product. In short, what is at stake in dealing with stakeholders is the

greater good for all.

Furthermore, as a leader I can demonstrate the skill of which I have gained to foster leaders of

the future. The important attributes which I possess, are the willingness and openness to be the

lifelong learner, and the ability to challenge myself in order to achieve desired outcomes,

whether this in a career or my personal life. Moreover, Fuqua, & Newman (2005) discuss

managing change and transparency as requiring strategic leaders who not only provide focus and

a clear sense of direction, but who can also build accountability and support within their

workgroups to initiate change.

In transforming my leadership skills, I am also able to help transform the organization and the

community of which I serve. The application of the concepts learned in the leadership course
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will be helpful as I spread my wings in the community. The finance and quantitative leadership

coursework helped me to understand and gain insight into applying a quality product or service

to downtown development. The perceived quality is, first, a perception by the customers and is

also an intangible, overall feeling about a brand. I began to ask community leaders what does this

community have to offer that is unique? Also, asking leaders what has to happen in order to

redirect decline into growth and address blighting issues. I began attending planning commission

meetings to increase my awareness as well as increasing the board members awareness of myself

and the ideas and visions that I bring to the table. Not long after I was handed a park project,

which I have a vision for as well as a determination to see it through to completion. To further

my skills and to experience a new dimension of leadership I am also getting my feet wet in our

local museum as a board member. The park project and the museum decision body operations

will enhance my experiences, strengthen my leadership skills, add to my credibility as well as

open the doors for unlimited potentials.

Conclusion

Various leadership trends, practices and theories have been crafted and researched in order to

help organizational heads be more effective leaders, each demonstrating varying strengths and

weaknesses in their performance and effectiveness (Erickson, 2013). I understand within my

organization the leaders need to describe effectively through use of proper communication skills

to build support for change in the organization. Collaboration, in a supportive vision for

employee engagement and community involvement, properly communicated articulates a future

that is found appealing and provides a direction for change (Fernandez & Rainy, 2010). My

organizations, a municipality, has a responsibility to serve society as well as an obligation to

serve and develop organizational constituents so they can mature and develop as leaders. The
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leadership assessment gave me an objective view of my leadership skills as well as a tool to

evaluate character through critical assessment from others.

I discovered that a correlation exists in the weaknesses discovered through the leadership

assessment and my communication skills. What was revealed from my weaknesses is a lack of

organizational connectedness through a lapse or a lack of communication. This speaks volumes

to me in regard to how I project myself and my skills in the organizational environment,

therefore strengthening my communication skills is the first course of action. Exercising

strategic career planning and CASVE model, as discussed extensively in LDR 621, are effective

tools to harness and organize my goals, purpose, and objectives in the pursuit of my vision and

goals. Plotting out a career development strategy can help define a future career path as well as

my goals and objectives. Furthermore, giving me proper foresight in the implementation of a

strategic path to strengthen weaknesses to potentially minimize future difficulties. In

understanding of the employee by the organization and understanding of the organization by the

employee, as well as acquiring an increased sense of self-awareness, leadership can improve

with a good strategy to promote leadership growth. Understanding that organizational leaders

must be able to provide employees with an engaging and rewarding work environment, and

employees must be able to perform and provide the organization with the productivity that is

expected and required to keep the company solvent. The most important concept that I have

gained increased awareness in is the art of communication. Communication is sacred, therefore

when developed effectively strengthens one as a leader and ones leadership skills as a whole.

Assessing my past leadership style, compared to my leadership style at the beginning of the

leadership program versus my leadership skills presently, I can clearly see how much I have

grown to be more confident in myself. I entered this program on the path of progress and
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development, staying realistic in my understanding of furthering my goals of self-knowledge and

goal setting. I desired clarification of the necessary steps to be taken towards goals which were

contingent upon my personal preferences, education, skill set and my feelings of purpose.

Finally, I can be confident of all that I have acquired through the coursework will work

positively for my benefit. The leadership program has enhanced and strengthened my confidence

in my leadership skills which serves to help me in my future career goals to inspire the future,

future leaders, and nurture the gardens of dreams.

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Covey, Stephen R. (2004). The 8th habit: From effectiveness to greatness. New York: Free

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