Module 7: Final Project

Running head: LEADERSHIP ASSESSMENT 1

LEADERSHIP ASSESSMENT 4

Leadership assessment

Neel Patel

MGT 4308

June 22, 2021

From the chapter 7 assessments, there are several similarities as well as differences in the observers’ responses compared to the self-assessment. The observers did not fully know their stand with their followers. As a result, they did not sufficiently know whether their followers would bail them out or justify their decisions unlike the self-assessment. However, when it came to recognition of potential, problems, needs as well as their relationships, they were equally good like the self-assessment. In the chapter 8 assessment, the observers similarly on average used transformational and transactional leaderships and avoided passive leadership styles.

I think the observers might have responded differently in the chapter 7 assessments because of the leadership styles used. The observers did not know their stands with their followers because they used a transactional form of leadership. This kind of leadership does not value empathy hence the low average response. Transactional leadership encourages rewards, detecting problems and good following hence the higher average score on recognition of problems, potential and good relationships (Nielsen, Boye, Holten, Jacobsen, & Andersen, 2019). The chapter 8 assessment showed that the observers favored transactional and transformational leadership styles because the two types of leadership are more effective when seeking positive results from motivated followers.

The information gotten from the assessments can be helpful in the development of a leadership action plan. It can be seen that the observers used motivation and encouragement to lead their followers. They either used rewards in a transactional form of leadership and empathy in motivating and encouraging in a transformative form of leadership to motivate their followers. These two types of motivation can be incorporated in the leadership action plan to make it more effective. Transactional leadership is good for motivating followers but it lacks empathy. In the plan, empathy can be drawn from a transformational leadership style to cover the flaws of the transactional leadership style.

References

Nielsen, P. A., Boye, S., Holten, A. L., Jacobsen, C. B., & Andersen, L. B. (2019). Are transformational and transactional types of leadership compatible? A two‐wave study of employee motivation. Public Administration, 97(2), 413-428.