PLP Self-Assessment Activities

Yellow = Strongest Green = Wish to work on Self-Assessment of Leadership Qualities and Skills A. The Qualities of Leadership Instructions: For each of the statements below, indicate how full your cup is. That is, on a 1 to 5 scale, with 5 being full to overflowing, how do you measure against your own sense of the optimum? Empty to low Half full Full to overflowing 1 2 3 4 5 1. I know myself, my values and skills, my strengths and weaknesses. 4 2. I am confident of meeting most challenges and emerging intact and feeling good about myself. 4 3. I have a vision of where we ought to be going as a group, community, society, and people. 4 4. I call my group, community or organization to act out of values that transcend the day-to-day, business-as-usual, garden-variety norms of operation. 2 5. I possess above-average intelligence; I have lived long and perceptively and use that intelligence to create wisdom, and my actions are tempered by judgment . 4 6. The learning process constantly excites me. 3 7. I am constantly renewed by what I learn and by my interaction with others. 4 8. I am constantly amazed at how I pick out the very broadest implications of enterprises and projects that others see in narrow terms. 4 9. I see events today along a continuum in time, with major trends and the sweep of history

propelling change. 4 10. I see the way to success is through steady coalition building. 3 11. I see great wisdom in building the capabilities of others, empowering them, motivating them to do their best. 4 12. I possess stamina, energy, tenacity, and enthusiasm for my work. 4 13. I have the courage to take on what I know is right, regardless of my critics and detractors. 3 14. I possess high integrity and intellectual honesty. 3 15. I have high moral character, I know what is right and wrong, and act accordingly. 4 16. I am willing to take risks for something I believe in, whether for people or ideals. 4 17. I am an active, effective listener; people seek me out as a listener. 3 18. I present my ideas logically, forcefully, and effectively; my ideas are often adopted . 3 19. I understand the nature of power; I exercise and respect power. 5 20. I translate authority as responsibility and assume my share of it. 2 21. I achieve results through concentrating on clear goals over time; I build small successes into something larger. 3 22. I have a healthy sense of humour; I laugh at myself and keep cynicism and sarcasm in rein. 4 23. I keep perspective; I know where we are in a process, how far we've come, how far we've got to go, what's important in the short run and the long. 4 24. I am known for my flexibility, responding to a variety of situations with appropriate skills, styles and perceptions.

37. I provide information, bringing a base of understanding to the subject at hand. 4 38. I analyze the idea, task or process, developing an understanding of each piece and its relationship to the whole. 5 39. I diagnose the sources of difficulties. 5 40. I summarize for the group, offering information, alternatives, or perspectives for consideration. 3 41. I evaluate progress, process and products, holding them up to comparison with standards or expectations. 4 42. I manage, using a combination of planning, task assignment, and guidance to meet goals. 5 PLP 2 Table 3: Leadership Attributes Name Attribute Leadership or Management Head/Heart/Hands Person 1 (Franklin, Teacher) ● Skill ● Skill ● Trait ● Quality ● Approach ● M ● L ● L ● L ● M ● Head ● Heart ● Heart ● Heart ● - Person 2 (Karim, Friend) ● Skill ● Trait ● Trait ● Quality ● Approach ● L ● M ● L ● L ● L ● Heart ● - ● Heart ● Head ● Heart Person 3 (Jerry, Manager) ● Skill ● Trait ● Quality ● Approach ● M ● M ● M ● L ● - ● - ● Hands ● - PLP 3 ● Task or Relationship Orientation: I see myself as being more focused on relationships. This results from my conviction that task performance depends on a cooperative and constructive team dynamic. My top priorities are establishing a healthy work atmosphere and cultivating strong interpersonal connections. ● Leadership (Managerial) Grid Style: ● Current Leadership Style: My style is in line with team management. It's important to strike a balance between production and people-centeredness, with a focus on participation and teamwork (Northouse, 2022).

● Desired Leadership Style: My goal is to improve my consideration in the context of team management. I aim to enhance overall work performance and fortify relationships by creating a positive team environment (Northouse, 2022). PLP 4 Test Trial A: 30 seconds Associations: ● Male/Leader: Emily, Josh, Brandon, Peter, Donna, Ian, Andrew ● Female/Supporter: Supporter, Ambitious, Determined, Debbie, Katherine, Dynamic, Understanding, Sympathetic, Compassionate, Jane, Assertive My connections in Test Trial A demonstrated a faster reaction time for terms associated with men and leadership attributes. Words like "Ambitious," "Determined," and "Assertive" were quickly associated with the male group, suggesting a subliminal bias that associates males more strongly with leadership qualities. Personal Experiences: After considering it, I realized some of my experiences match the findings. I unintentionally preferred or connected particular leadership attributes more easily with men in leadership circumstances, which affected how I saw people in leadership positions. Test Trial B: 35 seconds Associations: ● Male/Supporter: Supporter, Emily, Josh, Brandon, Helpful, Dynamic, Debbie, Understanding, Sympathetic, Compassionate, Jane ● Female/Leader: Leader, Ambitious, Peter, Donna, Determined, Ian, Andrew, Assertive In contrast to Test Trial A, the connections in Test Trial B showed a marginal delay in associating females with leadership traits. This implies that, even when the word categories are reversed, there is an implicit bias favouring men in leadership positions. PLP 5 A Tale of Two Stories: Self-Assessment Activity Part I: Voicing Values I can think of one particular experience from my summer employment at a marketing company where I ran into a predicament where my morals and what was expected of me didn't align. The choice concerned starting a new product's marketing campaign. The marketing team suggested inflating the product's features and making erroneous claims to draw in buyers. As a reaction: 1. What did you do, and what was the impact? ● I raised my concerns about the intended campaign during the team meeting. I advocated for a more open and truthful strategy emphasizing the product's

● Enhanced courage and willingness to take risks. ● Improved coping mechanisms for handling potential backlash. ● Things within the control of others: ● promoting a psychologically safe culture inside the company. (Northouse, 2022) PLP 6 For this I did not feel comfortable having others complete it for me, Leadership Trait Questionnaire (LTQ) Self-Reflection: My perception of my leadership traits has improved significantly as a result of completing the Leadership Trait Questionnaire. I conducted a self-evaluation with five people who are acquainted with my leadership style in order to investigate the similarities and differences between my perception of myself as a leader and that of others. Scoring: ● Articulate: 4.2 ● I believe I communicate effectively, and most other people feel the same way. ● Perceptive: 3.8 ● There is a slight discrepancy, with others perceiving me as less discerning than I perceive myself. ● Self-confident: 4.4 ● Both self-perception and external observations align, indicating a strong belief in my abilities. ● Self-assured: 4.8 ● Consistent high ratings from both perspectives suggest a secure and doubt-free demeanor. ● Persistent: 3.6 ● Slight differences indicate a perception gap; however, an overall positive view of persistence. ● Determined: 4.0 ● Harmony in ratings suggests a shared perception of my firmness and certainty in actions. ● Trustworthy: 4.8 ● Strong alignment underscores authenticity and the ability to inspire confidence. ● Dependable: 4.2 ● While there is agreement, there is a slightly lower external rating, indicating room for improvement. ● Friendly: 4.8

● Both self and others recognize kindness and warmth as integral aspects of my leadership. ● Outgoing: 4.6 ● Positive ratings on being talkative and sociable indicate effective interpersonal skills. ● Conscientious: 3.2 ● A notable perception gap suggests an area for personal development in thoroughness and organization. ● Diligent: 3.4 ● Moderate ratings indicate a perceived need for increased persistence and hard work. ● Sensitive: 4.4 ● Positive alignment in ratings for tolerance, tactfulness, and sympathy. ● Empathic: 3.4 ● A noticeable discrepancy indicates an area for improvement in understanding and identifying with others. Summary: The LTQ identifies places where one's opinion of oneself and outside observations coincide and disagree. It is an effective instrument for identifying areas of strength and need for improvement in terms of leadership qualities (Northouse, 2022). Skills Inventory Self-Reflection: I was able to evaluate my technical, interpersonal, and conceptual leadership talents by taking the talents Inventory. The purpose of the questionnaire was to give a thorough understanding of my leadership talents. Scoring: ● Technical Skill Score: 24 ● A high technical skill score indicates mastery of certain tasks and comprehension. ● Human Skill Score: 26 ● A high human skill score places an importance on the capacity for effective understanding and interpersonal communication. ● Conceptual Skill Score: 22 ● A balanced ability for strategic thinking and vision is indicated by a moderate conceptual skill score (Northouse, 2022). Summary: The well-rounded leadership strategy is demonstrated by the balanced ratings obtained for technical, human, and conceptual qualities. For long-term leadership effectiveness, the Skills

● Development Level: Moderate ● Action: C PLP 8 Self-Assessment Activity - Top 10 Values/Beliefs: 1. Justice 2. Power 3. Fame 4. Success 5. Wealth 6. Status 7. Truth 8. Recognition 9. Joy 10. Influence Crossing Out Less Important Values: 1. Justice 2. Power 3. Fame 4. Success 5. Wealth 6. Status 7. Truth 8. Recognition 9. Joy 10. Influence Remaining Top 5 Values/Beliefs: 1. Success 2. Wealth 3. Truth 4. Joy 5. Influence PLP 9 I engaged with the material under "Creating a Mission Statement" to prepare to create a Leadership Mission Statement. The following mission statement types were considered: a list of objectives, one (or two) paragraph styles, and a single sentence. I gave it much thought before choosing the single-sentence style because of its memory-friendly, succinctness, and clarity.

Single Sentence Style: My objective is to inspire transformative change and promote an inclusive, collaborative atmosphere by leveraging empathy, creativity, and integrity to empower individuals to attain their greatest potential. Justification for Style Selection: The Single Sentence Style is consistent with the historical narratives of influential leaders such as Nelson Mandela and Abraham Lincoln. My leadership philosophy is succinct and articulated by one sentence's simplicity (Jones, 1996). PLP 10 Special Skills I Already Have: 1. Specialization in Project Management: Service: Assists in efficiently organizing, carrying out, and finishing projects. Significance: Promotes goal achievement and organizational effectiveness. 2. Data Analysis Expertise. Service: Facilitates the use and understanding of data for strategic decision-making. Significance: Supports the use of evidence-based leadership techniques. Particular Abilities I Hope to Acquire: 1. Efficient ways to resolve conflicts Why: To improve relationships between people, reduce conflict, and create a happy workplace. 2. Professional Presentation and Speaking Skills: Why: To engage various audiences, effectively communicate ideas, and develop confidence in public settings. PLP 11 Yellow = Strongest Green = Wish to work on Self-Assessment of Leadership Qualities and Skills B. The Qualities of Leadership

11. I see great wisdom in building the capabilities of others, empowering them, motivating them to do their best. 4 12. I possess stamina, energy, tenacity, and enthusiasm for my work. 4 13. I have the courage to take on what I know is right, regardless of my critics and detractors. 3 14. I possess high integrity and intellectual honesty. 3 15. I have high moral character, I know what is right and wrong, and act accordingly. 4 16. I am willing to take risks for something I believe in, whether for people or ideals. 4 17. I am an active, effective listener; people seek me out as a listener. 3 18. I present my ideas logically, forcefully, and effectively; my ideas are often adopted . 3 19. I understand the nature of power; I exercise and respect power. 5 20. I translate authority as responsibility and assume my share of it. 2 21. I achieve results through concentrating on clear goals over time; I build small successes into something larger. 3 22. I have a healthy sense of humour; I laugh at myself and keep cynicism and sarcasm in rein. 4 23. I keep perspective; I know where we are in a process, how far we've come, how far we've got to go, what's important in the short run and the long. 4 24. I am known for my flexibility, responding to a variety of situations with appropriate skills, styles and perceptions

B. The Skills of Leadership Instructions: The following skills have been identified as important to Leadership. Use the scale to rate your skill level. Low Level of Competence Often Practice Skill In order to Improve Confident and Capable 1 2 3 4 5 Personal Relationship Skills (working with others): 25. I listen actively to colleagues and those with whom I work; I hear their words and their feelings. 3 26. I maintain an open, warm relationship with others, encouraging them with praise and genuine respect of their views and feelings. 4 27. I provide others with clear feedback, reinforcing positive contributions, clarifying and confronting as is helpful. 3 28. I elicit information and ideas by asking open-ended questions. 2 29. I mediate for others, helping them find and reinforce the common ground on which solutions can be built. 2 30. I facilitate interpersonal and group relationships, teaching by example; and by making these relationships visible I provide both knowledge and skills about productive behaviour. 3 31. I help groups maintain discipline and direction toward achievement, while suggesting ways in which all members of a group can participate. 4 Task Accomplishment Skills (getting the work done): 32. I initiate ideas, actions, solutions, and procedures. 3 33 .I elaborate on ideas, using examples and definitions. 3 34. I communicate ideas effectively. 4 35. I coordinate ideas, activities, relationships, making sense out of the piece. 4 36. I seek information and clarification to shed light on ideas and suggestions. 4