Checkpoint 6: Artifacts
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LeadershipAssessmentProjectRepeat1.docx1
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Leadership Assessment Project
Student Name
Lecture Name
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Leadership Assessment Project
Part 1: Leadership Assessment
Leadership Type - Commanding
According to the DiSC assessment, my leadership type is commanding. This means that I am an assertive, driven, as well as a competitive leader who has a natural take-charge presence that individuals often look up to for leadership (Sugerma, Scullard & Wilhelm, 2011). I am extremely motivated to achieve results and tend to create a sense of urgency for myself and others to reach our goals as quickly as possible. However, I may sometimes show small regard for other individual’s needs and emotions in my pursuit of achieving my objectives. One of the key qualities of a commanding leader is subjective realism. As a commanding leader, I rely on a high degree of confidence to maintain my drive to achieve (Sugerma, Scullard & Wilhelm, 2011). I believe in my own abilities and may be slow to recognize my own mistakes. I may also have a need for triumph, which means that subconsciously, I may believe that it's not enough just to win, but others must also fail, underscoring my superiority.
Another important quality of commanding leaders is a high need for achievement. I pride myself on being able to pull myself up by my bootstraps and take control of my own needs because I assume that nobody else will do it for me (Sugerma, Scullard & Wilhelm, 2011). Additionally, commanding leaders often have a disgust for "soft" emotions, which means that we are naturally captivated to feelings that reflect authority, such as passion and anger. Through passion, I have the authority to encourage others, and through anger, to subdue. As a commanding leader, I also exhibit tough-mindedness, which means that I am able to make tough decisions and take bold actions in pursuit of my goals (Sugerma, Scullard & Wilhelm, 2011). I am a results-oriented individual who is not afraid to take risks and make difficult choices that may be unpopular with others. I have a drive to move forward quickly and achieve results as efficiently as possible, which can sometimes come across as impatient or abrasive to those around me.
Strengths and Weaknesses
As a Commanding leader, I possess several strengths that can be beneficial in many leadership situations. One of my key strengths is my ability to set and stick to aggressive timelines. I am naturally driven to achieve my goals as quickly as possible, and I am not afraid to push myself and my team to work harder and faster (Sugerma, Scullard & Wilhelm, 2011). This can be especially valuable in situations where time is of the essence or when a project needs to be completed quickly.
Another strength of Commanding leaders is that we tend to be very goal-oriented (Sugerma, Scullard & Wilhelm, 2011). I am always looking for ways to improve and achieve more, and I set high expectations for myself and others. This can be useful in keeping a team focused and motivated, as everyone is working towards a common goal. Additionally, I am able to speak with conviction and am not afraid to take risks or make tough decisions, even if they are not popular. This can be an asset in situations where difficult choices need to be made or when a team is struggling to make progress. One of my strongest strengths as a Commanding leader is my capacity to step up and take charge when a group lacks direction (Sugerma, Scullard & Wilhelm, 2011). I am not afraid to take the lead and make decisions, even if it means going against the consensus or taking a risk. This can be especially important in situations where a team is struggling to find its footing or needs someone to guide them in a new direction.
However, there are also some weaknesses associated with the Commanding leadership style. As a Commanding leader, one of my potential weaknesses is that I may be less concerned with social niceties. This means that I may not always prioritize building and maintaining strong relationships with others, which can lead to conflicts and strained interactions (Sugerma, Scullard & Wilhelm, 2011). I may also come across as overly competitive or aggressive, which can be off-putting to some team members. Another potential weakness is that I may be less focused on the emotional needs of my team members. As a goal-oriented leader, I may be more focused on achieving results and may overlook the importance of building emotional connections with my team. This can lead to feelings of disconnection or frustration among team members who feel like their emotional needs are not being met. Additionally, as a Commanding leader, I may struggle with giving up control or delegating tasks to others. I may believe that I am the only one who can do things the "right way," which can lead to micromanaging or a lack of trust in my team members. This can stifle creativity and innovation and may prevent my team from reaching their full potential.
Accuracy of Leadership Type
As a Commanding leader, I believe that this leadership style is an accurate demonstration of my natural tendencies and strengths as a leader. I tend to be competitive, driven, and assertive, with a strong desire to achieve my goals as quickly as possible. I am comfortable taking charge in situations where there is a lack of direction and making tough choices that may not be popular. I set high aspirations for myself and others and am able to speak with conviction when communicating my vision to my team.
However, I also recognize that the Commanding leadership style may not be an entirely accurate demonstration of me as a leader. While I do have a strong drive to achieve my goals, I also value collaboration and teamwork. I believe that the best solutions come from working together with others and leveraging their strengths and perspectives. I am also aware of the importance of emotional intelligence and building strong relationships with my team members, which may not always be a focus for Commanding leaders.
My career goals and Position I would like to have
My ultimate professional goal is to be an executive director in a nonprofit organization, leveraging my strengths as a Commanding leader to drive strategic initiatives and achieve meaningful impact. I am drawn to nonprofit organizations because of their mission-driven focus and the opportunity to create positive change in the world. As an executive director, I would have the opportunity to lead an organization and work closely with a passionate team to drive transformative results. In terms of the specific type of position I would like to have, I am particularly interested in roles that allow me to lead and manage teams, while also driving strategic planning and execution. For example, a director role would be a great fit, as it would allow me to oversee and execute on key initiatives, while also leading and developing a team to achieve success. Additionally, I would be interested in roles that involve fundraising or development, as I enjoy building relationships and identifying opportunities to drive growth and impact.
In terms of the type of firm I would like to work for, I am attracted to organizations that have a clear and compelling mission, and are dedicated to making a positive impact in their community or industry. This could include nonprofits in the fields of education, health, social justice, or environmental sustainability, among others. I am also drawn to organizations that prioritize collaboration and teamwork, and that have a culture of continuous learning and development. As a Commanding leader, I believe that I would be well-suited for a leadership position in a nonprofit organization. My natural tendencies towards assertiveness and goal-orientation would allow me to drive meaningful impact and achieve strategic goals, while also setting high expectations for myself and others (Sugerma, Scullard & Wilhelm, 2011). Additionally, my ability to make tough decisions and take risks would be an asset in a nonprofit environment where resources may be limited and difficult trade-offs may need to be made.
How well my leadership style match with my career goals.
As a Commanding leader, I believe that my leadership style is well-matched with my professional goal of becoming an executive director in a nonprofit organization, particularly in a community-based organization. I am confident in my ability to set and achieve ambitious goals and timelines, which is important for driving the success of a nonprofit organization. In a community-based organization, there are often many urgent needs that must be addressed quickly, and my natural sense of urgency and drive to get results would serve me well in this role. Additionally, as an executive director, I would be responsible for leading a team and ensuring that everyone is working effectively and efficiently towards the organization's mission. My Commanding leadership style would allow me to step up and take charge when the team lacks direction, and I would not hesitate to make tough decisions that may not be popular. I am comfortable with risk-taking and making difficult choices, which is essential for a leader in a nonprofit organization, where resources are often limited, and the stakes are high.
However, I am also aware of some potential weaknesses that may arise as a Commanding leader in an executive director role. One of my weaknesses is that I may prioritize achieving results over building and maintaining strong relationships with my team and stakeholders. In a nonprofit organization, it is essential to build trust and rapport with donors, volunteers, and community members, which may require a more collaborative and diplomatic approach. As an executive director, I would need to balance my natural drive for results with the importance of building strong relationships. Another potential weakness of my Commanding leadership style is that I may come across as overly aggressive or competitive. In a nonprofit organization, where collaboration and teamwork are essential, this could be off-putting to some team members and stakeholders. As an executive director, I would need to be mindful of my communication style and work to build a culture of collaboration and inclusivity.
Part 2 Plans for Leadership Development
Area(s) of Development
As a Commanding leader, my DiSC assessment has highlighted several areas of development that I need to work on to become a more effective leader. Firstly, I need to believe in my personal authority and recognize that I am capable of making firm decisions (Sugerma, Scullard & Wilhelm, 2011). This can be challenging, especially for leaders who are new to their role or who may lack self-confidence. However, by recognizing my strengths and capabilities and taking ownership of my decisions, I can become a more effective Commanding leader. Secondly, I need to exercise my personal power by standing firmly behind my decisions (Sugerma, Scullard & Wilhelm, 2011). This means being confident in my choices and not second-guessing myself. It also means being willing to make difficult decisions, even if they are unpopular with some team members. By doing so, I can establish myself as a strong and decisive leader, which will help to build trust and respect within my team. Thirdly, I need to create a sense of urgency and drive within my team. Commanding leaders are often skilled at creating a subtle or not-so-subtle pressure that motivates the group to push towards results. However, impatience can also be a weakness for Commanding leaders, and I need to ensure that I am creating urgency without becoming overly aggressive or pushy. To achieve this, I can draw on the Energizing and Deliberate dimensions of my leadership style.
The Energizing dimension can help me to generate enthusiasm for my ideas and engage my team members. Energizing leaders have a contagious sense of optimism and are skilled at building connections within their team (Sugerma, Scullard & Wilhelm, 2011). By using my energy and enthusiasm to motivate my team, I can create a sense of urgency without resorting to heavy-handed tactics. The Deliberate dimension can also help me to become a more effective Commanding leader. Deliberate leaders are thorough in their approach, taking the time to understand problems before proposing solutions (Sugerma, Scullard & Wilhelm, 2011). By doing so, they are able to provide reliable and well-organized direction to their team. While it may be tempting for me as a Commanding leader to focus solely on results, taking the time to understand the emotional dynamics within my team can help me to build stronger relationships and create a more cohesive team.
Select and read a book to help you overcome one of those weaknesses.
As a commanding leader, one of the weaknesses that I identified in my DiSC assessment is the need to work on my personal authority. To overcome this weakness, I have selected "Leadership and Self-Deception: Getting Out of the Box" by The Arbinger Institute as a resource to help me develop this aspect of my leadership style. I chose this book because it presents a unique perspective on leadership and self-awareness that I believe will be helpful in overcoming my weaknesses in personal authority. The book argues that the key to effective leadership is to be honest with oneself about one's own thoughts, feelings, and motivations (Rajkarnikar, 2020). It posits that many leaders suffer from self-deception, which can lead to conflict, disengagement, and failure. The book presents a powerful metaphor of being "in the box" or "out of the box" to describe the way we see ourselves and others. When we are "in the box," we see others as objects and ourselves as the only subject. We see others as either obstacles to our goals or as vehicles to help us achieve our objectives. This perspective can lead to a lack of personal authority because we are focused solely on our own needs and desires. The book offers practical strategies for getting "out of the box" and developing personal authority. It suggests that the first step is to recognize the impact of our own behaviour on others and to take responsibility for our actions. The book also emphasizes the importance of empathy and perspective-taking in leadership, which can help us see situations from multiple viewpoints and make more informed decisions.
Summarize the points in the book related to your weakness
"Leadership and Self-Deception: Getting Out of the Box" by The Arbinger Institute is a book that explores how people can become "in the box" by developing self-deceptive tendencies that impact their ability to lead effectively. This book provides valuable insights into how people can overcome their weaknesses and develop strong leadership skills, including addressing the weakness of "Personal Authority Matters." The book explains that when people are "in the box," they are stuck in a mindset of self-deception that prevents them from seeing the world clearly (Rajkarnikar, 2020). In this state, they are more likely to act in ways that undermine their own success and that of those around them. The authors suggest that to become effective leaders, individuals must first recognize when they are "in the box" and work to shift their mindset to a more positive and constructive state.
Regarding the weakness of "Personal Authority Matters," the book emphasizes the importance of being honest with oneself and recognizing one's true motives. The authors argue that people often deceive themselves about their true intentions, leading to a lack of personal authority (Rajkarnikar, 2020). They explain that when people are not honest with themselves about their true motives, they are more likely to feel like they are victims and to blame others for their failures. The book also emphasizes the importance of being open to feedback and learning from others. The authors explain that when people are "in the box," they are more likely to be defensive and closed off to feedback, which can prevent them from growing and developing as leaders. However, when people are able to recognize their weaknesses and are open to feedback, they can learn from others and develop the personal authority necessary to lead effectively.
Another key point in the book is the importance of empathy and understanding others' perspectives (Rajkarnikar, 2020). The authors argue that when people are "in the box," they are more likely to view others as objects rather than as people with their own needs and desires. This can lead to a lack of empathy and an inability to understand others' perspectives, which can undermine one's ability to lead effectively. By recognizing others' perspectives and being empathetic, individuals can develop stronger relationships with their team members and build the personal authority necessary to lead effectively. The book also stresses the importance of taking responsibility for one's actions and owning up to one's mistakes (Rajkarnikar, 2020). The authors argue that when people are "in the box," they are more likely to blame others for their failures and to avoid taking responsibility for their actions. However, by owning up to one's mistakes and taking responsibility for one's actions, individuals can build trust with their team members and develop the personal authority necessary to lead effectively.
What did the book recommend?
The book "Leadership and Self-Deception: Getting Out of the Box" by The Arbinger Institute recommends a paradigm shift in how leaders approach their relationships with others. Rather than viewing people as objects to be used to achieve goals, the book suggests that leaders should recognize the humanity in others and seek to connect with them on a personal level. The authors propose that leaders often fall into a "box" of self-deception, where they justify their own behaviours that harm relationships with others (Rajkarnikar, 2020). This can lead to a cycle of blame and resentment that ultimately damages the effectiveness of the team. To break out of this cycle, the book recommends practicing "self-awareness," which involves recognizing when you are in the box and making a conscious effort to step out of it.
What specific action steps will you take to grow as a leader?
I have identified several specific action steps to help me to help me grow as a leader and improve my personal authority. Firstly, I need to become more comfortable with making firm, public commitments. This means that I need to learn to believe in my own power and capabilities as a leader, and to stand firmly behind the decisions that I make. To achieve this, I plan to practice making public commitments in small ways at first, and gradually work my way up to more significant decisions. By doing so, I can build my confidence and develop a stronger sense of personal authority. Secondly, I need to learn to act without permission. This means that I need to let go of my assumptions and limitations, and be more willing to take risks and try new things. Whenever I find myself saying "can't" or "shouldn't," I will challenge these assumptions and ask myself if there is a way to work around the problem. By doing so, I can expand my thinking and become a more innovative and effective leader. I will focus on the Deliberate dimension to help me overcome unnecessary restrictions and dilute leadership effectiveness. I will start by doing my homework, getting to the bottom of problems before proposing solutions, and taking care to ensure quality. Lastly, I need to create a sense of urgency within my team. Commanding leaders have a way of creating pressure that keeps their team pushing towards results. To achieve this, I will strike a balance between creating a secure and comfortable environment, and creating pressure to keep moving forward. I will focus on the Energizing dimension to help me create a sense of urgency and keep the group pushing toward results. I will work on being more high-spirited, optimistic, and engaging.
Reflect on a situation where you might have put these steps into action.
One situation where I might have put these steps into action is during a team meeting where we were discussing a project deadline that was rapidly approaching. As the team leader, I was responsible for ensuring that the project was completed on time, but I was hesitant to make firm commitments in front of the team. In hindsight, I realize that I should have acted without permission and looked for ways to work around any perceived limitations that were holding me back. Instead of hesitating to make firm commitments, I could have taken action to create a plan that would ensure that the project was completed on time. I could have set clear expectations for the team and provided them with the resources and support they needed to succeed.
If I had taken these steps, I believe that the team would have been more motivated to complete the project on time, and we would have achieved better results. The team would have had a clearer understanding of what was expected of them, and I would have been able to provide them with the support they needed to be successful. Looking back, I realize that my hesitation to make firm commitments was rooted in my own lack of confidence and my fear of failure. By taking the steps recommended, I can learn to be more confident in my abilities and to trust in my decision-making skills. In the future, I will strive to act without permission and to create a sense of urgency when necessary. I will also work to create a more secure and productive environment for my team, while still motivating them to work towards achieving their goals. Ultimately, I have learned that by adopting some of the Commanding leader’s driven, forceful, and dominant ways, I can become a more effective leader and achieve better results.
Part 3
Summary
This leadership assessment exercise has been incredibly helpful in my development as a leader. It has given me a deeper understanding of my strengths and weaknesses as a leader, as well as insights into how my leadership style can impact my team's performance and overall success. I believe that the leadership assessment accurately demonstrated my primary leadership style as Commanding. I have always had a strong drive to succeed and a desire to take charge and make things happen. I am not afraid to make difficult decisions or to hold others accountable for their actions. However, I also recognize that my Commanding style can sometimes be perceived as aggressive or domineering, which can lead to resistance or pushback from others.
Through this assessment exercise, I have gained a better understanding of the importance of balancing my Commanding tendencies with other leadership styles, such as Energizing or Deliberate. I have learned that leadership is not a one-size-fits-all approach and that the most efficient leaders are those who can adjust their style to fit the needs of their team and the situation at hand. One specific way that this assessment has helped me is by providing me with actionable steps to improve my leadership skills. For example, the recommendation to make firm, public commitments has helped me to become more assertive and confident in my decision-making. By publicly committing to specific goals or outcomes, I am able to hold myself accountable and inspire my team to follow through on their commitments as well. Similarly, the suggestion to create urgency has helped me to prioritize my time and focus on the most critical tasks at hand. By setting clear deadlines and expectations, I am able to motivate my team to work more efficiently and effectively, without sacrificing quality or attention to detail.
One of the most beneficial aspects of this evaluation activity was discovering the precise leadership lessons on which I need to concentrate on enhancing my leadership effectiveness. Reading the book "Leadership and Self-Deception: Getting Out of the Box" improved my understanding of how I might become locked in a self-deceptive attitude and how this can hamper my capacity to develop great relationships and cooperate effectively with others. I intend to take actionable efforts to fix my leadership flaws and capitalize on my strengths in the future. Overall, this assessment has been an invaluable tool in my leadership development journey. It has allowed me to gain a deeper understanding of myself as a leader and to identify areas where I can improve and grow. By taking the insights and recommendations from this assessment to heart, I am confident that I will continue to evolve and become a more effective and well-rounded leader.
References
Rajkarnikar, R. S. (2020). Leadership and Self-Deception: Getting Out of the Box. Economic Journal of Nepal, 43(3-4), 106-108.
Sugerma, J., Scullard, M., & Wilhelm, E. (2011, May 16). The 8 dimensions of leadership. Audible.com. Retrieved March 29, 2023, from https://www.audible.com/pd/The-8-Dimensions-of-Leadership-Audiobook/B009WTRM2E?source_code=GO1GB547041122911G&gclid=CjwKCAjwq-WgBhBMEiwAzKSH6MZyqi2ew8-3xL362U8YiAjEFNJWX2WWWIu3THFN7xGHavjwPoGHWBoC3MIQAvD_BwE&gclsrc=aw.ds.
