LDR/531 Week 1 Assignment

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Good morning Cess. I am hoping that it is not too late for you to assist me with this assignment as I do now have the assessment test results that you need as well as a 2 page document of a video that we needed to review prior to completing this assignment. I am attaching all of the things that you will need to complete the assignment.


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LDR/531 Organizational Leadership WEEK 1 Assignment Familiarize yourself with the textbook used in this course. Instructions Adams, W. A., Anderson, J. J. (2016). Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results. Hoboken, NJ: John Wiley & Sons. HERE IS THE ASSIGNMENT FOR WEEK 1 BELOW: Personal Leadership Evaluation Instructions: Purpose of Assignment The purpose of this assignment is to provide students with an opportunity to reflect on their personal leadership styles at the beginning of the class, as a basis for class learning. Assignment Steps Resources: Mastering Leadership Self-Assessment Take the Mastering Leadership Self-Assessment. Create a 1,400-word analysis based on the assessment, text, video, and any other information you wish including: • Explain how you view your strengths and weaknesses, along with a development plan to address both. • Be specific, and explain your rationale based on the text and video, with cited evidence. You will use this assignment as a reference for the assignments in Weeks 2-6. You will be required to take the Mastering Leadership SelfAssessment listed in the Resources. Format your assignment consistent with APA guidelines. SupportingMaterial:Personal Leadership Evaluation Grading Guide NaJina Lide The Leadership Circle Self Assessment Report 2017-04-26 The Leadership Circle Self Assessment Report NaJina Lide 2017-04-26 Average Response on a 5 - Point Scale Self Evaluations Evaluators Boss's Boss Boss Peers Direct Reports Other Relating 4.59 - - - - - - Self-Awareness 4.01 - - - - - - Authenticity 3.98 - - - - - - Systems Awareness 3.79 - - - - - - Achieving 3.84 - - - - - - Controlling 1.84 - - - - - - Protecting 1.02 - - - - - - Complying 1.51 - - - - - - Leadership Effectiveness 3.71 - - - - - - 1 0 0 0 0 0 0 Number of Assessors © The Leadership Circle 2017 NaJina Lide page 2 The Leadership Circle Self Assessment Report NaJina Lide 2017-04-26 Percentile Scores: Comparison to the Norm Group Self Evaluations Evaluators Boss's Boss Boss Peers Direct Reports Other Relating 94 % - - - - - - Self-Awareness 68 % - - - - - - Authenticity 34 % - - - - - - Systems Awareness 58 % - - - - - - Achieving 35 % - - - - - - Controlling 6% - - - - - - Protecting 0% - - - - - - Complying 3% - - - - - - Reactive-Creative Scale 96 % - - - - - - Relationship-Task Balance 7% - - - - - - Leadership Potential Utilization 91 % - - - - - - Leadership Effectiveness 55 % - - - - - - 1 0 0 0 0 0 0 Number of Assessors © The Leadership Circle 2017 NaJina Lide page 3 THE LEADERSHIP CIRCLE SELF ASSESSMENT RESULTS Creative Dimensions NaJina Lide 04-26-2017 Relating Average Response Caring Connection Average Response Fosters Team Play Average Response Collaborator Average Response Mentoring & Developing Average Response Interpersonal Intelligence Average Response Self-Awareness Average Response Selfless Leader Average Response Balance Average Response Composure Average Response Personal Learner Average Response Authenticity Average Response Integrity Average Response Courageous Authenticity Average Response © The Leadership Circle 2017 Self Evaluations Evaluators Boss's Boss Boss Peers Direct Reports Other 1 0 0 0 0 0 0 94 % - - - - - - 4.59 - - - - - - 90 % - - - - - - 4.68 - - - - - - 98 % - - - - - - 5.00 - - - - - - 72 % - - - - - - 4.26 - - - - - - 2% - - - - - - 3.00 - - - - - - 99 % - - - - - - 4.88 - - - - - - 68 % - - - - - - 4.01 - - - - - - 76 % - - - - - - 4.13 - - - - - - 73 % - - - - - - 3.85 - - - - - - 40 % - - - - - - 3.78 - - - - - - 55 % - - - - - - 4.26 - - - - - - 34 % - - - - - - 3.98 - - - - - - 59 % - - - - - - 4.38 - - - - - - 16 % - - - - - - 3.32 - - - - - - NaJina Lide page 4 Questions Related to Each Dimension Creative Dimensions Relating Caring Connection I connect deeply with others. I form warm and caring relationships. I am compassionate. Fosters Team Play I create a positive climate that supports people doing their best. I share leadership. I promote high levels of teamwork through my leadership style. Collaborator I negotiate for the best interest of both parties. I work to find common ground. I create common ground for agreement. Mentoring & Developing I help direct reports create development plans. I help people learn, improve, and change. I provide feedback focused on professional growth. I am a people builder/developer. Interpersonal Intelligence I display a high degree of skill in resolving conflict. I take responsibility for my part of relationship problems. I directly address issues that get in the way of team performance. I listen openly to criticism and ask questions to further understand. In a conflict, I accurately restate the opinions of others. Self-Awareness Selfless Leader I get the job done with no need to attract attention to myself. I lead in ways that others say, 'we did it ourselves.' I am relatively uninterested in personal credit. I act with humility. I take forthright action without needing recognition. Balance I find enough time for personal reflection. I balance work and personal life. Composure I am composed under pressure. I handle stress and pressure very well. I am a calming influence in difficult situations. Personal Learner I personally search for meaning. I investigate the deeper reality that lies behind events/circumstances. I learn from mistakes. I examine the assumptions that lay behind my actions. Authenticity Integrity I lead in a manner that is completely aligned with my values. I exhibit personal behavior consistent with my values. I hold to my values during good and bad times. Courageous Authenticity I speak directly even on controversial issues. I am courageous in meetings. I surface the issues others are reluctant to talk about. © The Leadership Circle 2017 NaJina Lide page 5 THE LEADERSHIP CIRCLE SELF ASSESSMENT RESULTS Creative Dimensions (Continued) NaJina Lide 04-26-2017 Self Evaluations Evaluators Boss's Boss Boss Peers Direct Reports Other 1 0 0 0 0 0 0 Systems Awareness 58 % - - - - - - Average Response 3.79 - - - - - - Community Concern 37 % - - - - - - Average Response 3.43 - - - - - - 95 % - - - - - - 4.50 - - - - - - 13 % - - - - - - 3.00 - - - - - - 35 % - - - - - - 3.84 - - - - - - 20 % - - - - - - 3.50 - - - - - - 67 % - - - - - - 4.12 - - - - - - 56 % - - - - - - 4.25 - - - - - - 15 % - - - - - - 3.63 - - - - - - Sustainable Productivity Average Response Systems Thinker Average Response Achieving Average Response Strategic Focus Average Response Purposeful & Visionary Average Response Achieves Results Average Response Decisiveness Average Response © The Leadership Circle 2017 NaJina Lide page 6 Questions Related to Each Dimension Creative Dimensions (Continued) Systems Awareness Community Concern I attend to the long-term impact of strategic decisions on the community. I balance community welfare with short-term profitability. I live an ethic of service to others and the world. I stress the role of the organization as corporate citizen. I create vision that goes beyond the organization to include making a positive impact on the world. Sustainable Productivity I balance 'bottom line' results with other organizational goals. I balance short-term results with long-term organizational health. I allocate resources appropriately so as not to use people up. Systems Thinker I redesign the system to solve multiple problems simultaneously. I evolve organizational systems until they produce envisioned results. I reduce activities that waste resources. Achieving Strategic Focus I have a firm grasp of the market place dynamics. I provide strategic direction that is thoroughly thought through. I focus in quickly on the key issues. I accurately anticipate future consequences to current action. I see the integration between all parts of the system. I establish a strategic direction that helps the organization to thrive. I stay abreast of trends in the external environment that could impact the business currently and in the future. I integrate multiple streams of information into a coherent strategy. I am a gifted strategist. Purposeful & Visionary I articulate a vision that creates alignment within the organization. I live and work with a deep sense of purpose. I communicate a compelling vision. I am a good role model for the vision I espouse. I provide strategic vision for the organization. I inspire others with vision. Achieves Results I pursue results with drive and energy. I strive for continuous improvement. I am proficient at achieving high quality results on key initiatives. I am quick to seize opportunities upon noticing them. Decisiveness I make the tough decisions when required. I am an efficient decision maker. I make decisions in a timely manner. © The Leadership Circle 2017 NaJina Lide page 7 THE LEADERSHIP CIRCLE SELF ASSESSMENT RESULTS Reactive Dimensions NaJina Lide 04-26-2017 Controlling Average Response Perfect Average Response Driven Average Response Ambition Average Response Autocratic Average Response Protecting Average Response Arrogance Average Response Critical Average Response Distance Average Response Complying Average Response Passive Average Response Belonging Average Response Pleasing Average Response Conservative Average Response © The Leadership Circle 2017 Self Evaluations Evaluators Boss's Boss Boss Peers Direct Reports Other 1 0 0 0 0 0 0 6% - - - - - - 1.84 - - - - - - 23 % - - - - - - 2.95 - - - - - - 64 % - - - - - - 3.79 - - - - - - 25 % - - - - - - 2.32 - - - - - - 4% - - - - - - 1.39 - - - - - - 0% - - - - - - 1.02 - - - - - - - - - - - - - 1.00 - - - - - - 0% - - - - - - 1.05 - - - - - - 0% - - - - - - 1.00 - - - - - - 3% - - - - - - 1.51 - - - - - - 11 % - - - - - - 1.24 - - - - - - 20 % - - - - - - 2.14 - - - - - - 0% - - - - - - 1.00 - - - - - - 71 % - - - - - - 3.63 - - - - - - NaJina Lide page 8 Questions Related to Each Dimension Reactive Dimensions Controlling Perfect I try to do everything perfectly well. I am critical of myself when things don’t go as well as expected. I believe average is definitely not good enough. I need to perform flawlessly. I am a perfectionist. I need to excel in every situation. I expect extremely high standards of others. Driven I drive myself excessively hard. I am a workaholic. I try too hard to be the best at everything I take on. I push myself too hard. Ambition I am aggressive. I believe to feel good, one must constantly move up. I believe winning is what really matters. I am excessively ambitious. Autocratic I have to get my own way. I tend to control others. I am domineering. I dictate rather than influence what others do. I pursue results at the expense of people. Protecting Arrogance I am self-centered. I have too big of an ego. I am arrogant. Critical I am sarcastic and/or cynical. I am critical. I hurt people's feelings. I put people down. Distance I am emotionally distant. I remain standoffish. I am hard to get to know. I am aloof. Complying Passive I am wishy-washy in decision making. I lack drive. I lack passion. I am passive. Belonging I am overly conservative. I work too hard for others’ acceptance. I adopt others’ points of view so as not to disappoint them. I play it too safe. I try too hard to conform to the group’s rules/norms. I try to please others by going along to get along. Pleasing I need to be accepted by others. I need to be admired by others. I worry about others' judgment. I need the approval of others. Conservative I am conservative. I follow conventional ways of doing things. I conform to rules. © The Leadership Circle 2017 NaJina Lide page 9 Sorted by Self Percentile Sorted by Evaluator Percentile Self Percentile Evaluator Percentile Dimensions Interpersonal Intelligence Fosters Team Play Sustainable Productivity Caring Connection Selfless Leader Balance Collaborator Conservative Purposeful & Visionary Driven Integrity Achieves Results Personal Learner Composure Community Concern Ambition Perfect Belonging Strategic Focus Courageous Authenticity Decisiveness Systems Thinker Passive Autocratic Mentoring & Developing Pleasing Arrogance Distance Critical 99 % 98 % 95 % 90 % 76 % 73 % 72 % 71 % 67 % 64 % 59 % 56 % 55 % 40 % 37 % 25 % 23 % 20 % 20 % 16 % 15 % 13 % 11 % 4% 2% 0% 0% 0% - Summary Dimensions Relating Self-Awareness Systems Awareness Achieving Authenticity Controlling Complying Protecting 94 % 68 % 58 % 35 % 34 % 6% 3% 0% - 96 % 91 % - 55 % 7% - NaJina Lide Summary Measures Reactive-Creative Scale Leadership Potential Utilization Leadership Effectiveness Relationship-Task Balance © The Leadership Circle 2017 Self Percentile Evaluator Percentile Dimensions Pleasing Conservative Passive Belonging Arrogance Distance Critical Perfect Ambition Driven Autocratic Strategic Focus Decisiveness Achieves Results Purposeful & Visionary Sustainable Productivity Systems Thinker Community Concern Integrity Courageous Authenticity Balance Personal Learner Selfless Leader Composure Collaborator Mentoring & Developing Caring Connection Interpersonal Intelligence Fosters Team Play 0% 71 % 11 % 20 % 0% 0% 23 % 25 % 64 % 4% 20 % 15 % 56 % 67 % 95 % 13 % 37 % 59 % 16 % 73 % 55 % 76 % 40 % 72 % 2% 90 % 99 % 98 % - Summary Dimensions Complying Protecting Controlling Achieving Systems Awareness Authenticity Self-Awareness Relating 3% 0% 6% 35 % 58 % 34 % 68 % 94 % - 55 % 91 % - 7% 96 % - NaJina Lide Summary Measures Leadership Effectiveness Leadership Potential Utilization Relationship-Task Balance Reactive-Creative Scale NaJina Lide page 10 End of NaJina Lide's Report © The Leadership Circle 2017 NaJina Lide page 11 LOW 10 20 30 40 50 60 70 80 HIGH 90 RELATIONSHIP-TASK BALANCE CREATIVE Coura ge ous Authe nt ic ity ty Inte gri 100 na l rso Pe rne r Le a m Co B an al su po Co mm u Co nc e nity rn 90 re 80 Su Pr sta od in uc a b tiv le ity 70 60 ce 50 Se Le lfle a d ss er 30 Int e Int rpe e ll rso ige n nc a l e Me De ntori ve n lop g ing Aw lfSe ss Coll a bo ra to r s 90 60 ting Foste r s Te a m 40 Re la 30 20 10 100 90 80 70 60 50 40 30 20 10 100 90 80 70 60 50 40 30 20 10 Identity 10 20 30 40 50 60 70 80 90 100 10 20 30 40 50 60 70 80 90 100 Pe rfe c t 10 20 ly i mp ng g Co 50 Co nt ro lli n 30 40 60 a Ple sin g 80 90 Be on bi ti in ng lo 10 g Am 20 30 40 50 ic at cr to Au 60 e 70 80 Dis ta LEADERSHIP CIRCLE PROFILE™ NaJina Lide 90 nc e c ga n Arro 100 e Critic a l REACTIVE 2017-06-26 LEADERSHIP EFFECTIVENESS LOW 10 20 30 40 50 50 40 30 PERCENTILE SCORES: High Scores from the 66th to the 100th percentile are strong scores. Medium: Scores between the 66th and the 33rd 20 percentile show a mix of strength and areas of improvement. 10 Low: Scores below 33rd percentile are low scores. Others' Assessment Self Assessment Prote c ting s iv 60 LOW 100 Pa s 70 Dri ve n 70 REACTIVE 80 LEADERSHIP POTENTIAL UTILIZATION 50 TASK Ca ring Conne c tion es De c isiv e ne ss RELATIONSHIP ar en g REACTIVE-CREATIVE SCALE HIGH Aw 70 20 10 te m 80 tiv e 30 Sy s 90 Conse rv a 40 100 e en ar n ie v i Ac h 70 50 10 Authe ntic ity ie v e s Ac h lts Re su 80 The inner circle profiles a percentile summary score for all dimensions in that section of the outer circle. ul se f rpo y Pu iona r Vis 90 60 20 gic te s ra St oc u F CREATIVE CIRCLE WITHIN A CIRCLE: s em r st ke Sy hin T 40 60 70 80 90 HIGH LEADERSHIP CIRCLE PROFILE: SELF-ASSESSMENT INTERPRETATION GUIDE The Leadership Circle Profile is the most comprehensive leadership assessment system available. It is unique for two reasons. First, it is the first competency tool to measure both the inner and outer aspects of leadership. Second, it is organized into a very powerful system for understanding human behavior and development, and for making sense of the interrelationships between the many dimensions being evaluated in you. THE GRAPH All your results are profiled in one large circular graph. This is to symbolize wholeness—your wholeness. We start with the assumption that you are a marvelously complex and beautifully integrated whole person. This Profile tries to do justice to that. The circle also quickly shows how all of the dimensions integrate with each other. The interactions among dimensions are represented by their placement in the circle. These interactions will be referenced throughout the report. The top half of the circle represents Creative competencies and the lower half represents Reactive tendencies. In the left half are those dimensions – creative or reactive – that are Relationship oriented; on the right are those Considered to be Task oriented. These Of the graph: O PE A RE C PL TI E VE SK TI VE Four quadrants CR TA E SK IVE AT Represent the E L P IVE AT PE CR O E orientations TA C A E R © T H E L E ADE RS H I P C I R C LE , LLC LEADERSHIP CIRCLE PROFILE™ CIRCLE WITHIN A CIRCLE The outer circle displays the results for each of the 29 dimensions measured by the LCP. The inner circle dimensions summarize the outer circle dimensions into 8 summary scores. Dimension definitions can be found on the following pages. The location of dimensions within the circle illustrates the relationship between dimensions. Adjacent dimensions describe similar behavior patterns that are positively correlated. Dimensions on opposite sides of the circle are opposing behavior patterns and are inversely correlated. HIGH 90 80 PERCENTILE SCORES 70 MEDIUM 60 50 40 LOW 30 20 10 90 80 70 60 50 HIGH 40 30 90 20 80 10 70 MEDIUM 60 50 40 LOW 30 20 10 What do the numbers mean? All scales display a percentile score – that is, how you compare to a large group of other leaders who have taken this survey (your numerical score of 1, 2, 3, 4, or 5 does not translate directly to your percentile score…the percentile score is relative to other profile participants). Low scores are close to the center and higher scores radiate further out from the center. 90 80 70 60 50 40 30 20 10 How do I determine if a score is high or low? Scores above 66% are to be considered high, and scores below 33% are to be considered low. Any scores that fall between 33% and 66% suggest that you will need to do some reflection on which aspects of “high” descriptions and which aspects of “low” descriptions apply to you. What do these dimensions measure? The definitions of the dimensions measured by your Self-Assessment are described below. Note: While your Self-Assessment scores could be similar to your results from a full assessment that includes input from others, they could also be quite different. Learning how your leadership is perceived by others adds another layer of insight to the profile, and deepens your personal understanding of your own leadership. CREATIVE Courage o Authent us icity ty Integri re su po m Co nal rso Pe rner Lea Com m Co unit nce y rn 90 80 Su Pr sta od in uc ab tiv le ity 70 60 e nc la Ba 50 Se Le lfle ad ss er 30 Authenticity 80 Se l 70 Sys tem sA wa re ul & sef y r rpo Pu isiona V 90 ss ne ess en ar w f-A gic te s ra St ocu F 10 ieves Ach lts Resu 60 50 20 10 90 80 70 60 50 40 30 20 10 Identity 10 20 30 40 50 60 70 80 90 10 20 30 40 50 60 70 80 90 Perfect Rela ting 30 10 Co in g 20 ng asi Ple 70 Dri ven ng 60 nt l yi 50 Co mp 40 ro ll 30 TASK 90 80 70 60 50 40 30 20 10 ing hiev Ac 40 Decisiveness Caring Fo Connection T sters eam P lay Colla bora tor Me n De torin vel g op & In ing te Int rper ell so ige na nc l e 20 ive Conservat 80 90 Protecting tio n g in ng lo Be 10 20 A m bi RELATIONSHIP s em r st ke Sy hin T 40 30 40 50 Pa ss ive at cr to Au 60 70 ic 80 Dis tan ce 90 ce gan Arro Critical REACTIVE © T H E L E ADE RS H I P C I R C LE , LLC THE DIMENSIONS RELATING Relating measures your capability to relate to others in a way that brings out the best in people, groups, and organizations. It is composed of: • Caring Connection – your interest in and ability to form warm, caring relationships. • Fosters Team Play – your ability to foster high-performance teamwork among team members that report to you, across the organization, and within teams in which you participate. • Collaborator – the extent to which you engage others in a manner that allows the parties involved to discover common ground in conflict situations, find mutually beneficial agreements, develop synergy, and create win-win situations. • Mentoring & Developing – your ability to develop others through mentoring, maintain growth-enhancing relationships, and help people grow and develop personally and professionally. • Interpersonal Intelligence – the interpersonal effectiveness with which you listen, and engage in conflict and controversy. A High Rating means you are naturally inclined to help others reach their potential through individual and team development. A Low Rating means you may have high Reactive scores, indicating your internal assumptions may be blocking your Relating capacity. SELF-AWARENESS Self-Awareness measures your orientation to ongoing professional and personal development, as well as the degree to which inner self-awareness is expressed through high-integrity leadership. It is composed of: • Selfless Leader – the extent to which you pursue service over selfinterest. It measures a very high state of personal awareness where the need for credit and personal ambition is far less important than creating results—in collaborative relationships—which serve a common good. • Balance – your ability, in the midst of the conflicting tensions of modern life, to keep a hearty balance between business and family, activity and reflection, work and leisure. • Composure – your ability, in the midst of conflict and high-tension situations, to remain composed and centered, and to maintain a calm, focused perspective. • Personal Learner – the degree to which you demonstrate a strong and active interest in learning, and personal and professional growth. A High Rating means you actively pursue and value personal and professional development. You are an alive and vital person. Having developed your sense of purpose, you act from your internal center, consciously expressing your core values. You are trusted to “walk your talk” and people respect you as someone who acts with integrity. A Low Rating means you are limiting your leadership impact by not actively pursuing personal development. Your inner life and outer life are out of balance. © T H E L E ADE RS H I P C I R C LE , LLC AUTHENTICITY Authenticity measures your capability to relate to others in an authentic, courageous, and high-integrity manner. It is composed of: • Integrity – how well you adhere to the set of values and principles that you espouse; that is, how well you can be trusted to “walk your talk.” • Courageous Authenticity – your willingness to take tough stands, bring up the “un-discussibles” (risky issues the group avoids discussing), and openly deal with difficult relationship problems. A High Rating means your inner and outer lives are congruent. Your behavior matches your values and others trust that you can be counted on to keep your word, meet your commitments, deal with them honestly and fairly, and remain true to your purpose. A Low Rating means high Reactive scores may indicate that your internal assumptions are blocking your Authenticity capacity. SYSTEMS AWARENESS Systems Awareness measures the degree to which your awareness is focused on whole system improvement and on community welfare (the symbiotic relationship between the long-term welfare of the community and the interests of the organization). It is composed of: • Community Concern – the service orientation from which you lead. It measures the extent to which you link your legacy to service of community and global welfare. • Sustainable Productivity – your ability to achieve results in a way that maintains or enhances the overall long-term effectiveness of the organization. • Systems Thinker – the degree to which you think and act from a whole system perspective as well as the extent to which you make decisions in light of the long-term health of the whole system. A High Rating means you lead with the big picture in view. You do not jump to fix symptoms. You look for root cause. You know that the causes of current problems are to be found in the design of the current system out of which you operate. You know that breakthrough solutions cannot be found within the current paradigm; they require moving to new paradigms of thought and new principles of system design. You are an architect of systems that naturally manifest the results you envision. This larger perspective allows you to find leverage points—making change (perhaps seemingly small at the time) at the right place in the system that results in significant improvements in organizational performance. A Low Rating means your leadership could benefit from developing more of a systems perspective. It suggests that your focus tends to be narrow and short term. While this may be necessary to ensure survival and to resolve a crisis, it may have become too ingrained. You must cultivate the ability to focus on more than one factor. You must look for the causes of problems that rise out of the complex interrelationship between multiple variables. © T H E L E ADE RS H I P C I R C LE , LLC ACHIEVING Achieving measures the extent to which you offer visionary, authentic, and high-achievement leadership. It is composed of: • Strategic Focus – the extent to which you think strategically. • Purposeful & Visionary – the extent to which you clearly communicate and model commitment to personal purpose and vision. • Achieves Results – the degree to which you are goal directed and have a track record of goal achievement and high performance. • Decisiveness – your ability to make decisions on time, and the extent to which you are comfortable moving forward in uncertainty. A High Rating means you maintain a high standard of excellence in your work. You are recognized as a leader in your field. Your own values, beliefs, vision, and intuition motivate you from within. You take responsibility for your own actions. Risk taking is easier because you have a high sense of self-worth. Your inner self-confidence is clearly projected to the outside world. You empower others by modeling and teaching your creative process. You know how to create vision and translate it into strategies, strategies into goals, and goals into actions that achieve results. Your optimism, creativity, and natural curiosity are contagious. Others learn this just by being around you. You have a deep sense of purpose, and create out of love for the result or the process of creating. You do what you do because you want to be creative, learn, and grow. A Low Rating means you may lack many of the competencies that help you make things happen. You should examine internal assumptions that may be blocking your creative capability. CONTROLLING Controlling measures the extent to which you establish a sense of personal worth through task accomplishment and personal achievement. It is composed of: • Perfect – your need to attain flawless results and perform to extremely high standards in order to feel secure and worthwhile as a person. • Driven – the extent to which you are in overdrive. • Ambition – the extent to which you need to get ahead, move up in the organization, and be better than others. • Autocratic – your tendency to be forceful, aggressive, and controlling. A High Rating means you strive to take charge, be on top, and exert control over others in order to gain self-worth, personal safety, and identity. You see the world as made up of winners and losers, where powerful people stand the best chance. So, in order to survive, you must be one of them. You must excel heroically, be perfect, perform flawlessly, and/or dominate. Hence, you become one of the movers and shakers of the world. A Low Rating means you have few of the characteristics described above. It further suggests (depending on your scores on other scales) that you may possess many of the strengths of this stance without the liabilities. © T H E L E ADE RS H I P C I R C LE , LLC PROTECTING Protecting measures the belief that you can protect yourself and establish a sense of worth through withdrawal, remaining distant, hidden, aloof, cynical, superior, and/or rational. It is composed of: • Arrogance – your tendency to project a large ego—behavior that is experienced as superior, egotistical, and self-centered. • Critical – your tendency to take a critical, questioning, and somewhat cynical attitude. • Distance – your tendency to establish a sense of personal worth and security through withdrawal, being superior and remaining aloof, emotionally distant, and above it all. A High Rating means you tend to keep yourself safe by acting aloof and maintaining distance in your relationships. You may also hold back from the risks that might come from fully deploying your creative abilities. Safety means being above it all. This stance can come from an inner lack of confidence, self-doubt, inferiority or its opposite, superiority. It may well be that you project an air of superiority, needing to be right, find fault, and put others down as a strategy to build yourself up. The need to build yourself up may spring from feelings of self-doubt and vulnerability. Protecting is an internal set of assumptions that link security with distance, and worth with either being small and uninvolved or big and superior. A Low Rating means you may possess many of the gifts described above without the liabilities. It suggests that your Achieving, Relating, Authenticity and Self-Awareness are not held back by this form of Protecting. COMPLYING Complying measures the extent to which you get a sense of self-worth and security by complying with the expectations of others rather than acting on what you intend and want. It is composed of: • Conservative – the extent to which you think and act conservatively, follow procedure, and live within the prescribed rules of the organization with which you are associated. • Pleasing – your need to seek others’ support and approval in order to feel secure and worthwhile. • Belonging – your need to conform, follow the rules, and meet the expectations of authorities. • Passive – the degree to which you give away your power to others and to circumstances outside your control. A High Rating means you tend to relinquish power to others and to the circumstances of life. You may even experience yourself as at the mercy of circumstances over which you have little control. You tend to see the world as full of powerful people who can control or protect you. Because of this belief, you tend to submit to those in power and comply with their expectations. You do this to gain safety and win approval. You tend to equate personal worth and security with meeting and living within others’ expectations. A Low Rating means you have few of the characteristics described above. It further suggests (depending on your scores on other scales) that you may possess many of the strengths of this stance without the liabilities. © T H E L E ADE RS H I P C I R C LE , LLC SUMMARY MEASURES The top half of the circle maps Creative competencies that contribute to your effectiveness. The lower half of the circle maps self-limiting Reactive tendencies. Stronger scores in the bottom half of the circle are related to weaker scores in the top half. This is because reactive, self–limiting assumptions tend to reduce all the creative competencies. The right half of the circle has to do with Task (getting the job done creatively and effectively). The left half of the circle has to do with the nature of your Relationships with people and groups. The goal here is good balance so that you can achieve results and develop people simultaneously. The following dimensions are intended to bring everything together. They summarize all of the above into a few useful measures. • Reactive-Creative Scale reflects the degree of balance between the creative dimensions and the reactive dimensions. The percentile score here gives you a sense of how you compare to other managers with respect to the amount of energy you put into reactive versus creative behavior. It suggests the degree to which your leadership, relationships, and goal-oriented behaviors are coming out of a creative or reactive orientation. It also suggests the degree to which your self-concept and inner motivation come from within or are determined by external expectations, rules, or conditions. Good balance results in high percentile scores. • Relationship-Task Balance measures the degree of balance you show between the achievement competencies and the relationship competencies. It is a measure of the over, under, or balanced development of either half of the equation (the people half or the task half) that makes for great leadership. Good balance results in high percentile scores. • Leadership Potential Utilization is a bottom-line measurement. It looks at all of the dimensions measured above and compares that overall score to the scores of other leaders who have taken this survey. It sorts through all the high and low scores in your profile to assess how much of your leadership potential you are actualizing. • Leadership Effectiveness measures your perceived level of overall effectiveness as a leader. It provides a way of answering the question, “So in the end, how am I doing?” Low Balance 10 20 30 40 50 60 70 80 High Balance 90 Relationship-Task Balance CREATIVE Courage o Authent us icity ty Integri re su po m Co nal rso Pe rner Lea Com m Co unit nce y rn 90 80 Su Pr sta od in uc ab tiv le ity 70 60 e nc la Ba 50 Se Le lfle ad ss er 30 ro ll 40 High Co ng 60 Dri 80 90 Protecting tio n g in ng lo Be 10 A m bi 20 30 40 50 at cr to Au 60 70 ic 80 90 Dis tan ce ce gan Arro Critical REACTIVE Leadership Effectiveness Low 10 20 30 40 50 70 ven ng asi Ple 70 Pa ss ive 60 nt l yi 50 10 mp 10 in g 20 80 90 10 50 10 20 30 40 50 60 70 80 90 40 10 20 30 40 50 60 70 80 90 Identity 60 70 80 90 High © T H E L E ADE RS H I P C I R C LE , LLC Low 90 80 70 60 50 40 30 20 10 30 10 20 20 Perfect 90 80 70 60 50 40 30 20 10 30 Leadership Potential Utilization Se l Rela ting 40 Co RELATIONSHIP 50 20 Reactive-Creative Scale 60 TASK Caring Fo Connection T sters eam P lay Colla bora tor Me n De torin vel g op & In ing te Int rper ell so ige na nc l e Creative 90 80 70 Decisiveness 70 80 Sys tem sA wa re ieves Ach lts Resu 60 90 ul & sef y r rpo Pu isiona V 50 Authenticity ess en ar w f-A gic te s ra St ocu F 10 ing hiev Ac 40 20 ss ne 30 30 ive Conservat Reactive s em r st ke Sy hin T 40 CONTACT Michael O’Connor Vice President of Business Development The Leadership Circle Phone: (704) 231-7805 Email: michael.oconnor@fcg-global.com www.leadershipcircle.com
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Running Head: PERSONAL LEADERSHIP EVALUATION

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Personal leadership evaluation
Author
Institution

PERSONAL LEADERHSHIP EVALUATION

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In our society today, effective leadership stands at the center stage of every advancement
and growth seen, fueling success and taking the notch of civilization higher. Leadership is all about
making lives better, as has been previously seen with profound leaders the likes of Nelson Mandela
and Mother Theresa. It is through effective leadership that previous business models are
abandoned and other better ones are taken up for the wellbeing if the society.
Leadership is responsibility, which could be described as the pointer to the next face of a
business and the determinant of where the future of the organization lies. Leadership is a steering
wheel, and without effective leadership, a wrong turn is inevitable down the road of success.
Much is demanded from a leader, if an organization is to stand stable in the midst of the
storms created by unprecedented dynamics in the marketplace. An effective leader is able to stand
his ground at the face of adversaries and conflicting opinions regarding to major shifts in business
models. In regards to this, a wavering spirit is not to be mentioned of a leader at the event of
making critical decisions that play determinants in an organization’s future.
In the 21st century, distributed across the world in diverse niches, there have been countless
occurrences of business shutdown that could be attributed to naïve leadership, having previously
thought that these leaders were fully equipped to face any incoming challenges in the niches they
operated in.
With this observation, it is of intense essence to conduct a personal leadership evaluation
in regards to organizational leadership. The evaluation is significantly resourceful in pointing at
the strengths t...


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