Module 6: Journal Practice ‘Encourage the Heart’

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Chapter 9 Authentic Leadership To print your results, click the “Print Survey” button toward end of the questionnaire. If you are using the Bookshelf desktop application, you may also print by selecting “File” then “Print”. Your results will be saved each time you log off. To save your results to a file, click “Print Survey” then select the option in the “Print” dialog box to save the pages as a PDF.

Authentic Leadership Self-Assessment Questionnaire

Instructions: This questionnaire contains items about different dimensions of authentic leadership. There are no right or wrong responses, so please answer honestly. Use the following scale when responding to each statement by selecting the number from the scale below that you feel most accurately characterizes your response to the statement.

Key: 1 = Strongly disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly agree

StatementsStatements StronglyStrongly disagreedisagree DisagreeDisagree NeutralNeutral AgreeAgree

StronglyStrongly agreeagree

1. I can list my three greatest weaknesses.

1 2 3 4 5

2. My actions reflect my core values.

1 2 3 4 5

3. I seek others’ opinions before making up my own mind.

1 2 3 4 5

4. I openly share my feelings with others.

1 2 3 4 5

5. I can list my three greatest strengths.

1 2 3 4 5

6. I do not allow group pressure to control me.

1 2 3 4 5

7. I listen closely to the ideas of those who disagree with me.

1 2 3 4 5

8. I let others know who I truly

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SCORING

1. Sum the responses on items 1, 5, 9, and 13 (self-awareness).

2. Sum the responses on items 2, 6, 10, and 14 (internalized moral perspective).

3. Sum the responses on items 3, 7, 11, and 15 (balanced processing).

4. Sum the responses on items 4, 8, 12, and 16 (relational transparency).

Total scores:

am as a person. 1 2 3 4 5

9. I seek feedback as a way of understanding who I really am as a person.

1 2 3 4 5

10. Other people know where I stand on controversial issues.

1 2 3 4 5

11. I do not emphasize my own point of view at the expense of others.

1 2 3 4 5

12. I rarely present a “false” front to others.

1 2 3 4 5

13. I accept the feelings I have about myself.

1 2 3 4 5

14. My morals guide what I do as a leader.

1 2 3 4 5

15. I listen very carefully to the ideas of others before making decisions.

1 2 3 4 5

16. I admit my mistakes to others.

1 2 3 4 5

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Self-Awareness: 1515

Internalized Moral Perspective: 1717

Balanced Processing: 19 19

Relational Transparency: 16 16

Scoring Interpretation

This self-assessment questionnaire is designed to measure your authentic leadership by assessing four components of the process: self-awareness, internalized moral perspective, balanced processing, and relational transparency. By comparing your scores on each of these components, you can determine which are your stronger and which are your weaker components in each category. You can interpret your authentic leadership scores using the following guideline: high = 16–20 and low = 15 and below. Scores in the upper range indicate stronger authentic leadership, whereas scores in the lower range indicate weaker authentic leadership.

Authentic leadership is a complex, ongoing process. Your self-awareness, internalized moral perspective, relational transparency, and balanced processing are attributes you will continue to develop throughout your lifetime. Many factors influence your authentic leadership. Your upbringing, work experience, and critical life events can all influence how your authentic leadership develops. Being an authentic leader means you have clearly identified and defined values and have a clear sense of who you are and what is important to you. It means having a strong set of moral standards that guide your behavior. Authentic leaders are open to the viewpoints of others and fully consider their positions before taking action. They take a stand on controversial issues and their actions reflect their core values. Authentic leaders are open and honest in presenting their true self to others.

To further develop your authentic leadership, consider the reflections and activities described in the four parts of this questionnaire. Continue your self-awareness in regards to the four constructs of authentic leadership. Ensure your actions reflect your core values. Listen objectively to those with whom you disagree before you make important decisions. Furthermore, focus on to consistently portraying who you really are as a person and leader. Collectively, these efforts will have a positive impact on your authenticity as a leader.

Suggestions for Improving Your LeadershipSuggestions for Improving Your Leadership

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Self-Awareness: Low Score (0–15)

A self-awareness score in the low range indicates an area of your leadership you can improve. It may be that you’ve had limited life or work experiences in which to develop this capacity, or that introspection and reflection have not been part of your upbringing. You may not be in the habit of reflecting on your leadership strengths and weaknesses, but without self-reflection and awareness, leaders have no basis to build and develop their leadership. The good news is everyone can develop self- awareness and learn to be more authentic. To further strengthen your self-awareness, consider engaging in the following actions and reflections:

Participate in assessments that measure different constructs of your leadership. Most assessments will verify what you already know, but often reveal unknown aspects that can create greater self awareness. Reflect on your actions as a leader in a recent leadership situation you have experienced. What actions and behaviorswere most effective? Least effective? Why? Seek feedback from friends and trusted colleagues about their observations of your strengths and growth areas. What do they consider to be your blind spots? Strengths? Observe effective and poor leaders. Analyze their behaviors to consider adopting good behaviors while eliminating ineffective behaviors. Consider how comfortable you are with your leadership at this stage in your life. In what ways does your level of self-awareness affect your behavior as a leader? Think about a critical event in your life and how it shaped who you are as a leader. Consider how you could appropriately share this story with your followers.

Internalized Moral Perspective High Score (16–20)

A score in the high range on internalized moral perspective indicates that you possess the ability to have a strong sense of authentic leadership. You may have acquired this capacity from your family, through your formal education, or by having your values tested under pressure. Your internalized moral perspective enables you to do what’s right based on your guiding principles. The challenge for you is to remain authentic and become neither rigid in your beliefs nor complacent in regards to them. To strengthen your internalized moral perspective, consider engaging in the following actions and reflections:

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Focus your relational efforts on friendships with people you can count on to give you honest feedback. Reflect on your values—what is most important to you. Are these values centered on others (establishing strong relationships, connecting with others) or more self-centered (personal success and fulfillment)? Values are critical to the leadership process as they provide a foundation to build your leadership. Read books by contemporary thinkers and reflect on their ideas as a way to sustain and further develop your values. Draw on your balanced processing skills and self-awareness to consider multiple perspectives on controversial issues to help you identify and clarify your own beliefs. Finally, cultivate the positive attributes that underlie authentic leadership— confidence, hope, optimism, and resilience—as these can enhance your ability to act on your values. Practice mindfulness, notice the kindness of others, go outside in good weather, and spend time with positive people.

Balanced Processing High Score (16–20)

A score on balanced processing in the high range indicates a strong leadership capacity to weigh options and behave appropriately for the greatest good for everyone in a given situation. You have learned the value of making informed decisions and acting deliberately rather than impulsively. You understand the adage that “You don’t want to be the smartest person in the room,” because then you have nothing to learn. Balance keeps leaders focused on a goal but also open to opportunities and threats. To further strengthen your balanced processing, consider engaging in the following actions and reflections:

Practice mindfulness, that is, the ability to be in the moment. Minimize distractions and give yourself fully to the present moment. This helps with regulating emotion, reducing stress and developing attention. By not worrying about the past or future (being in the moment), you can focus on the present and the opportunities it holds, without judgment. Reflect on a time when you were successful, but did not remain open to suggestions. Did you miss potential opportunities to further your success? What was the result of not considering other opportunities? Seek out people you can learn from and discuss important professional and life issues. If you do not have such people (mentors), look for people who have traits and skills you admire and establish relationships with them. Establish a professional support network where participants will contribute to one another’s decision making and share best practices.

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Go to Full Report

Be alert to the impact your behaviors have on other people. When and how do you use power? When do you aim to get agreement and when do you tend to be more autocratic in your decision making?

Relational Transparency High Score (16–20)

A relational transparency score in the high range indicates a strength in creating and maintaining effective relationships and authentic leadership potential. This potential reflects tendencies toward self-disclosure and openness. Relational leaders are becoming more important today as the problems and issues leaders face are more complex and require the power of many to develop possible solutions. Relational leaders can better engage others in the leadership process when compared to a task-focused leader who tends to marginalize willing participants and exclude possible solutions. To further strengthen your relational transparency, consider the following questions:

How willing are you to be open and honest with others? Is it normally easy for you to trust others? If you feel comfortable with self-disclosure, how has this helped you in your relationships? Can you recall any occasions when people were uncomfortable with your openness or candor? How did they react? How did their reaction effect you? With whom can you be completely honest and share your deepest feelings and fears? Do you offer that same level of safety and support to someone else? Does your transparency make it easier to develop effective relationships? How do your relationships effect your leadership? Could you be a more effective leader if you had better relationships with those you want to lead? Reflect on a time when you engaged others in the leadership process and were successful. What relational behaviors did you take that contributed to the success? Would the outcome have been the same without the help of others?