Running head: FINDING THE LEADER IN YOU Assignment 1: Finding the Leader in You: Self-Assessment / Johari Window Paper Submitted to Instructor: Dr. G. Reeley BUS520037VA016-1134-001 Leadership and Organizational Annette West Strayer University April 27, 2013 Assignment 1: Finding the Leader in You: Self-Assessment / Johari Window A Paper In order to become more informed about specific leadership styles that are commonly used in an organization, the Wiley Schermerhorn: Management Self-Assessment tool was utilized to assist in defining areas of strength.
With the information provided and the assessment results obtained, there was an easy comprehensive interpretation of what the results meant. Table 1 provides the Profile of Personality Characteristics and Assessment Results. This information assists in determining how personality characteristics help shape how we lead in organizations. Table 1 Personality Characteristics| Assessment Results| 21st Century Manager| 8. 5| Transformational Leadership Transactional Leadership| 2426| Intuitive Ability| 7| Organizational Design Preference| 1=”the baseball team”2=”the club”3=”the fortress”4=”the academy”|
Along with the assessment results, the Wiley Schermerhorn tool was able to provide a summarized interpretation of what the scored results represented. According to the scores from the 21st Century Manager domain, it determined that the score of 8. 5 is a good starting point as I consider where and how to further pursue the development of your management skills and competencies. My success will rest on (1) an initial awareness of the importance of these basic management foundations and (2) a willingness to trive continually to strengthen them throughout the work career. In reviewing Transformational and Transactional Leadership characteristics, the score 24 and 26, respectively, describes a leader/manager that is able to inspire its members to “buy-in” to the vision and mission of the organizational. Even though both leadership characteristics are needed and must be used in most environments, the Transactional leadership prototype appears to be the one identified to be strongest style of the two identified in my assessment.
Throughout my own career choices, I believe that I’ve learned to employ this style because as a public education teacher we have always had a teacher’s union to ensure that we receive “exchanges” for our commitment to the District. Hollander (1978) states that transactional leadership is formulated on the expectation that there is an “exchange” between the whoever is in charge and those that work for that individual, meaning that those who work for the person in charge receive some form of compensation for completing required tasks.
It is my desire to embrace the ability to use a Transformational style to compel individuals to go beyond the basic level of their responsibilities. (Howell & Frost, 1989). In my current position, I have found that employees are staying with our organization “not just because they are being paid for their work but because they have the need to supply a need to its clientele and also to feel like they are making a difference. The assessment score of 7 was obtained in the area of Intuitive Abilities.
According to the interpretation summary given, it appears as if I continue to utilize “traditional analytical techniques” to make decisions (Agor, 1989). In his book titled “Intuition in Organization,” Agor (1989), states that in order to be successful in the future one must began to prepare themselves to use more intuitive skills in decision making. The scoring in this area does not surprise me coming from a classroom environment to a leadership position now where I am forced to make decisions quickly while keeping in mind how it effects the whole organization.
It future goes to explain some of the struggles that I have with managing larger and older groups of individuals. The skills exist within but I must place closer attention on making sure that I work to develop those skills. According to Veiga & Yanouzas, (1979), the focus on Organizational Design Preferences should be to assist in determining how decisions are made about grouping people and how to place them in the best environment so that individuals are successful. In the area of Organizational Design Preference, my score was a 71 which meant that I was more comfortable with a “mechanistic design”.
References Agor, W. (1989c). Intuition in organizations: Leading and managing productively. California: Sage Publications, Inc. Hollander, E. New York: Free Press; 1978. Leadership Dynamics. Howell JM, Frost PJ. A laboratory study of charismatic leadership. Organizational Behavior and Human Decision Processes. 1989; 43:243–269. Veiga, JF, Yanouzas, JN. , The Dynamics of Organization Theory: Gaining a Macro Perspective (St. Paul, MN: West, 1979), pp. 158-160 Appendix Submitted and Completed Self-Assessment Score Sheet .