MBA 704 Module Assignment 4

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Louisiana State University, Shreveport *

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Business

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Apr 3, 2024

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Elizabeth Melachrinoudis MBA 704 Module Assignment 4 Some of the results of the leadership assessments really surprised me. While I consider myself to be a leader in many aspects of my personal life such as friendships, volunteer roles, and relationships, I often do not feel like I am taking a leadership role within my career. In my current organization there is very little opportunity for growth. The organization prioritizes hiring new college graduates for their recruitment positions with the promise of high PTO and an impressive salary. However, these new college graduates often find themselves either in their same role for ten or more years, or they have to leave the company. In order for me to receive a promotion within my department I would have to either move to an entirely different state or wait for my teammate to leave. This lack of upward mobility, I believe, does not incentivize employees to be leaders. Rather, it encourages employees to do their job without going above and beyond. When taking the “Authentic Leadership Self-Assessment”, I looked at the quiz from the lens of myself in my current role. In all four of the categories (self-awareness, internalized moral perspective, balanced processing, and relational transparency) I scored either fourteen or fifteen, putting me in the “low” category. These low scores indicate a weaker authentic leadership. What I found most interesting about this particular assessment was what happened when I took the assessment looking at my life as a whole, and not just focusing on my current position. When I took a holistic look at the assessment, all of my categories moved into the high section, indicating stronger authentic leadership. To me the key takeaway from this assessment was that the wrong organization can bring out the worst parts of ourselves, and can prevent authentic leadership from shining through.

Elizabeth Melachrinoudis When I took the “Eight Minute Strengths Assessment”, this quiz gave me results titled “The Extraordinary Leader”. This assessment is more in line with what I typically think of when referencing my leadership style. My biggest concern that I had with this questionnaire is that it repeatedly referenced going “above and beyond” when determining leadership style. One thing that I think younger generations are starting to change culturally within organizations is they know long feel the desire to be the hardest working person on the team. With burnout being at an all-time high, I think that the culture shift to working within your scope of your role and completing what is assigned to you is vital to maintaining to avoiding burnout. As a nonprofit professional, there is a huge expectation to go “above and beyond”, but in my opinion someone who is burned out cannot possibly be a good leader. I would love to see this assessment shift from using language like this to taking different ideas into their assessment. The questionnaire that I found most interesting was the Leader-Member Exchange Questionnaire. In my current role, I have a difficult relationship with my direct manager but an incredible relationship with my direct reports. The results of this questionnaire did not surprise me; however it was very validating to see the results on paper. My relationship with my direct report, an intern named Meghan, scored in the “very high” range. Her and I have a great working relationship and I believe that this stems from the fact that I started within the organization as an intern, so I have been in her shoes. One thing that I do to prioritize our relationship is to continuously keep in mind that she is first a student and second an intern. There are some weeks where her course load is a bit easier and some weeks where she is too busy with school to fully focus on her internship. As long as she is maintaining a standard of work through her internship, I try my best to be flexible with her. My direct manager, however, has never been in my role and I feel as though that it a large part of why our relationship is not as efficient as it could be. The

Elizabeth Melachrinoudis score of the assessment that I took with my manager in mind scored in the “low category”. There are nuances to what we do that are hard to understand if you have never been in the role. Our organization prioritizes outside hires over internal promotions, and that leads to ineffective relationship. After taking these assessments, I believe that I could benefit from mirroring the leadership style that I have outside of work with the leadership style that I use while working. As a young professional in the industry, it is often hard to know if you are leading in a way that is beneficial to your organization, and I believe that these assessments helped me figure that out. While I do not believe that going “above and beyond” should be relevant to how good of a leader you are, I think that how much you genuinely care for the people around you and your direct reports does. References Gemeda HK, Lee J. Leadership styles, work engagement and outcomes among information and communications technology professionals: A cross-national study. Heliyon. 2020 Apr 6;6(4):e03699. doi: 10.1016/j.heliyon.2020.e03699. PMID: 32280799; PMCID: PMC7138911. Sonmez Cakir, F., & Adiguzel, Z. (2020). Analysis of Leader Effectiveness in Organization and Knowledge Sharing Behavior on Employees and Organization. SAGE Open, 10(1). https://doi.org/10.1177/2158244020914634

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