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KC Assessment 2 - Personal SWOT Analysis for Leadership Growth in MBA-FPX5002

Download AI Tools 80 ExplainSolve Assessment 2: Defining Yourself as a Leader Defining Yourself as a Leader: Personal SWOT Analysis Capella University MBA-FPX5002: MBA Leadership Dr. Kristine Ziola-Pardell July 2024 Defining Yourself as a Leader: Personal SWOT Analysis Assessment 2 When asked to describe a great leader, there is a common refrain of characteristics such as confidence, fairness, or intelligence. At the root of these characteristics, though, is the ability to lead oneself. Barbara Kay, a business psychology and productivity coach, writes that to lead yourself, you must know yourself, ask for help, and be practical (Kay, 2021). The purpose of this paper is to get to know myself better and identify opportunities for growth. To do this, I used the following self-assessments: Total Leadership Skills Assessment (Total Leadership, 2022), Character Strengths Survey (VIA Institute, n.d.), PRESence Assessment (Ariel Group, 2024), Communication Style Self-Assessment (Merrill & Reid, 1999), and the Agile Leadership Self- Assessment (Capella University, 2023). By analyzing the results of these assessments and conducting a personal SWOT analysis, I will identify my strengths and areas for improvement. Using these insights, I will develop SMART goals for my personal leadership development, aiming to create a clear vision of who I want to be as a leader. My Strengths Based on the results of the self-assessments, several key strengths and positive attributes were identified. The Character Strengths Survey (VIA Institute, n.d.) revealed that humor, kindness, and fairness are among my top traits. While these results were not unexpected, the ranking of these traits was somewhat surprising. I would never claim my humor as a strength, so seeing it as the top strength was interesting. My professional traits may be influenced by my professional background in social work, a field that necessitates a strong commitment to fairness and humanity, values which I continue to uphold. The PRESence Assessment (Ariel Group, 2024) emphasized my proficiency in building stronger and more authentic relationships with peers, managers, and external partners. This finding is consistent with my initial career in social work, which centered on fostering connections and community engagement. Currently, in my role in Outreach and Community Engagement, this ability remains a vital asset, enhancing my career prospects. The Total Leadership Skills Assessment (Total Leadership, 2022) highlighted my inclination towards innovation, particularly in experimenting with novel methods of accomplishing tasks. During my formative years, I heavily relied on my intelligence as a primary driver of success. As I have progressed in my career, I have increasingly embraced my creative side, finding substantial enjoyment in innovation alongside my analytical capabilities. The Communication Style Self-Assessment (Merrill & Reid, 1999) categorized me as both analytical and a driver. Analytical individuals tend to prefer extensive information and exhibit a slower decision-making process, emphasizing facts over emotions. Conversely, drivers are characterized by decisiveness and a task-oriented approach, often taking the lead in communications. Although this direct approach is fundamentally a strength, it can sometimes present itself as a perceived weakness. Finally, the Agile Leadership Self-Assessment (Capella University, 2023) corroborated my high degree of learning agility. Traits such as innovation, curiosity, associative thinking, reflection, and risk-taking were prominent in the results. This outcome was anticipated, as I am an avid learner with a profound passion for acquiring knowledge and exploring new skills. Assessment 2 Personal SWOT Leadership Statement • Strengths: o Humor, Kindness, Fairness: These traits highlight my ability to connect with others on a personal level and ensure justice and fairness in my actions (VIA Institute, n.d.). o Relationship Building: My background in social work and current role in Outreach and Community Engagement showcase my strength in forming and maintaining authentic relationships (Ariel Group, 2024). o Innovation and Creativity: My willingness to experiment and innovate, combined with my intelligence, drives my success in various initiatives (Total Leadership, 2022). • Weaknesses: o Perceived Coldness: My analytical and driver communication styles can be misinterpreted as cold or bulldozing, potentially hindering effective communication and collaboration (Merrill & Reid, 1999). • Opportunities: o Continuous Learning: My high learning agility opens opportunities for acquiring new skills and knowledge, keeping me adaptable in a rapidly changing environment (Capella University, 2023). o Enhanced Communication: Improving my communication style to appear more approachable and less authoritative can enhance team dynamics and leadership effectiveness. • Threats: o Miscommunication: The potential for being perceived as cold or overly authoritative could lead to misunderstandings and strained relationships within my team. o Resistance to Change: Rapid changes in my professional environment may challenge my ability to adapt quickly, despite my learning agility. This analysis paints a picture of a leader who is decisive and fair, and I want to build upon this foundation to improve my leadership skills. I strive to be the kind of leader that communicates their vision well and can receive both constructive criticism and advice from others. Growth Opportunities To improve my leadership skills, I need to address the growth opportunities identified in the self- assessments. Two areas of improvement stood out the most: self-knowing (Ariel Group, 2024) and authenticity (Total Leadership, 2022). These areas impact my current leadership by sometimes creating a disconnect between my actions and my core values, which can lead to inconsistencies in my leadership style. To enhance these areas, I will implement SMART goals. SMART goals are specific, measurable, achievable, relevant, and time-bound objectives that provide a clear and structured plan for achieving desired outcomes. For self-knowing, I will set a goal to engage in weekly self-reflection sessions for the next six months, using a journal to document my thoughts and feelings about my leadership experiences. Assessment 2 This goal is specific and measurable (weekly sessions), achievable (realistic time commitment), relevant (improves self-awareness), and time-bound (six months). For authenticity, I will set a goal to seek feedback from my peers and managers on my leadership style and how it aligns with my stated values. I will collect feedback bi-monthly over the next year and use it to adjust my leadership approach. This goal is specific (seeking feedback), measurable (bi-monthly collection), achievable (regular intervals), relevant (aligns actions with values), and time-bound (over the next year). By applying the insights provided by the self-assessments and following the SMART goals I have set, I intend to become an even more effective and authentic leader. The journey of self- discovery and continuous improvement is essential for any leader, and these assessments have identified key areas for my development. My strengths in humor, kindness, and fairness, combined with my innovative thinking and analytical communication style, serve as a solid foundation for my leadership. Embracing self-knowing and authenticity, along with structured, actionable goals, will enable me to align my leadership style with my core values and enhance my ability to lead others. This process not only fosters personal growth but also builds stronger, more genuine connections with my peers, managers, and external partners. As I leverage my strengths and work towards these goals, I am confident that I will develop into a leader who is not only effective but also inspiring and true to myself. Assessment 2 Reference: Ariel Group. (2024, July 2). Leadership Presence Online Assessment. https://www.arielgroup.com/resource/leadership-presence-online-assessment/ Capella University. (2023). Agile Leadership Self-Assessment. https://media.capella.edu/CourseMedia/PSL7010element20016/wrapper.asp Merrill, D., & Reid, R. (n.d.). Communication Style Self-Assessment. https://media.capella.edu/IndustrySolutions/LEAP/CommunicatingEffectively/T1L2/self Assessment/ Kay, B. (2021). Leading Now: Lead yourself, know yourself, and get help. In Journal of Financial Planning. https://www.barbarakaycoaching.com/wp- content/uploads/2021/02/Lead-Now-by-BKay-for-JFP.pdf Total Leadership. (2022, August 1). Leadership Assessment Tools for leadership skills based on research. https://www.totalleadership.org/resources/assessments/ VIA Institute. (n.d.). Adult survey. Character Strengths Survey & Character Reports. https://www.viacharacter.org/ 5 out of 5 Share Download Download End of document

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Assessment 2: Defining Yourself as a Leader Defining Yourself as a Leader: Personal SWOT Analysis Capella University MBA-FPX5002: MBA Leadership Dr. Kristine Ziola-Pardell July 2024 Defining Yourself as a Leader: Personal SWOT Analysis

When asked to describe a great leader, there is a common refrain of characteristics such as confidence, fairness, or intelligence. At the root of these characteristics, though, is the ability to lead oneself. Barbara Kay, a business psychology and productivity coach, writes that to lead yourself, you must know yourself, ask for help, and be practical (Kay, 2021). The purpose of this paper is to get to know myself better and identify opportunities for growth. To do this, I used the following self-assessments: Total Leadership Skills Assessment (Total Leadership, 2022), Character Strengths Survey (VIA Institute, n.), PRESence Assessment (Ariel Group, 2024), Communication Style Self-Assessment (Merrill & Reid, 1999), and the Agile Leadership Self- Assessment (Capella University, 2023). By analyzing the results of these assessments and conducting a personal SWOT analysis, I will identify my strengths and areas for improvement. Using these insights, I will develop SMART goals for my personal leadership development, aiming to create a clear vision of who I want to be as a leader. My Strengths Based on the results of the self-assessments, several key strengths and positive attributes were identified. The Character Strengths Survey (VIA Institute, n.) revealed that humor, kindness, and fairness are among my top traits. While these results were not unexpected, the ranking of these traits was somewhat surprising. I would never claim my humor as a strength, so seeing it as the top strength was interesting. My professional traits may be influenced by my professional background in social work, a field that necessitates a strong commitment to fairness and humanity, values which I continue to uphold. The PRESence Assessment (Ariel Group, 2024) emphasized my proficiency in building stronger and more authentic relationships with peers, managers, and external partners. This finding is consistent with my initial career in social work, which centered on fostering connections and community engagement. Currently, in my role in Outreach and Community Engagement, this ability remains a vital asset, enhancing my career prospects. The Total Leadership Skills Assessment (Total Leadership, 2022) highlighted my inclination towards innovation, particularly in experimenting with novel methods of accomplishing tasks. During my formative years, I heavily relied on my intelligence as a primary driver of success. As I have progressed in my career, I have increasingly embraced my creative side, finding substantial enjoyment in innovation alongside my analytical capabilities. The Communication Style Self-Assessment (Merrill & Reid, 1999) categorized me as both analytical and a driver. Analytical individuals tend to prefer extensive information and exhibit a slower decision-making process, emphasizing facts over emotions. Conversely, drivers are characterized by decisiveness and a task-oriented approach, often taking the lead in communications. Although this direct approach is fundamentally a strength, it can sometimes present itself as a perceived weakness. Finally, the Agile Leadership Self-Assessment (Capella University, 2023) corroborated my high degree of learning agility. Traits such as innovation, curiosity, associative thinking, reflection, and risk-taking were prominent in the results. This outcome was anticipated, as I am an avid learner with a profound passion for acquiring knowledge and exploring new skills.

This goal is specific and measurable (weekly sessions), achievable (realistic time commitment), relevant (improves self-awareness), and time-bound (six months). For authenticity, I will set a goal to seek feedback from my peers and managers on my leadership style and how it aligns with my stated values. I will collect feedback bi-monthly over the next year and use it to adjust my leadership approach. This goal is specific (seeking feedback), measurable (bi-monthly collection), achievable (regular intervals), relevant (aligns actions with values), and time-bound (over the next year). By applying the insights provided by the self-assessments and following the SMART goals I have set, I intend to become an even more effective and authentic leader. The journey of self- discovery and continuous improvement is essential for any leader, and these assessments have identified key areas for my development. My strengths in humor, kindness, and fairness, combined with my innovative thinking and analytical communication style, serve as a solid foundation for my leadership. Embracing self-knowing and authenticity, along with structured, actionable goals, will enable me to align my leadership style with my core values and enhance my ability to lead others. This process not only fosters personal growth but also builds stronger, more genuine connections with my peers, managers, and external partners. As I leverage my strengths and work towards these goals, I am confident that I will develop into a leader who is not only effective but also inspiring and true to myself.

Reference: Ariel Group. (2024, July 2). Leadership Presence Online Assessment. arielgroup/resource/leadership-presence-online-assessment/ Capella University. (2023). Agile Leadership Self-Assessment. media.capella/CourseMedia/PSL7010element20016/wrapper.asp Merrill, D., & Reid, R. (n.). Communication Style Self-Assessment. media.capella/IndustrySolutions/LEAP/CommunicatingEffectively/T1L2/self Assessment/ Kay, B. (2021). Leading Now: Lead yourself, know yourself, and get help. In Journal of Financial Planning. barbarakaycoaching/wp- content/uploads/2021/02/Lead-Now-by-BKay-for-JFP Total Leadership. (2022, August 1). Leadership Assessment Tools for leadership skills based on research. totalleadership/resources/assessments/ VIA Institute. (n.). Adult survey. Character Strengths Survey & Character Reports. viacharacter/

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