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Jan 9, 2024

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Self- Assessment of Leadership and Followership Brey’l DuPree MSW Walden University SOCW 6070-18 Dr. Ronald Davis December 10, 2023

My leadership style can be best described as a combination of transformational and transactional leadership, based on the results of the Leadership Styles and Traits Questionnaires. While transformational leadership is concerned with inspiring and motivating people, transactional leadership is focused on developing a system of rewards and punishments based on performance. Among my qualities as a leader are my capacity for teamwork, my ability to motivate and inspire others, my willingness to take the initiative, and my ability to act as an example. To lead effectively, I need to inspire and motivate others because it allows me to create a positive and productive environment that encourages collaboration and innovation. I can create an atmosphere where everyone works toward a common objective because I am a team player. Moreover, my readiness to step up to the plate permits me to start to lead the pack and create a feeling of pride among my colleagues. Finally, my capacity to serve as an example to my team members aids in setting a standard of conduct and performance. A questionnaire is a research tool used to collect data from respondents for a survey or statistical analysis (Northouse, 2020). It consists of a list of questions (or other sorts of prompts). My first questionnaire to fill out was the Leadership Practices Inventory (LPI). Encourage the heart, question the process, promote a shared vision, model the way, and model the way are the five primary facets of leadership that this poll examines (Northouse, 2021). The results of this poll revealed that my ability to provide an example for others to follow received my highest score in the model the way category. "Enable others to act," which refers to encouraging and enabling others to finish tasks, was the category in which I scored the lowest. I might need assistance providing others with the support and tools they require to succeed. The second survey I finished was the Leadership Style Assessment. The four primary facets of leadership examined

in this survey are cooperative, participatory, delegative, and mandate. The results of the poll showed that I scored highest in the direction, or the ability to give clear directions. In the participatory category, which measures my capacity to include others in the decision-making process, I received the lowest score. This result implies that I struggle to include other individuals when making decisions. The answers to the questionnaire on followership demonstrate how I set an exemplary example. My ability to ask questions, my openness to learn new things, my ability to offer constructive criticism, and my understanding of independent thought are my assets as a follower. I can still get better at taking the initiative, not taking on too much responsibility, and being able to take criticism. The three primary facets of followership that are examined in this survey are aggressive, submissive, and compliant. My best score, as indicated by the survey's results, was in the submissive category—which denotes the ability to do so without hesitation. In the assertive category, which measures my ability to challenge and question directions, I received the lowest score. This indicates that I might require assistance in asking for guidance and instructions. The Leadership Self-Assessment was the fourth survey that I finished. This questionnaire evaluates five key leadership competencies: problem-solving, communication, motivation, self- awareness, and decision-making. My greatest score on the quiz was for self-awareness, or the capacity to recognize one's own advantages and disadvantages. Decision-making, or the capacity to make well-informed decisions, was where I scored the lowest. This outcome suggests that I struggle to make thoughtful decisions. The area that needs the most improvement is my ability to assign tasks to others. In order to ensure that tasks are handled successfully and efficiently and to keep an eye on the wider picture, any leader needs to be able to delegate. By honing my delegation skills, I can efficiently

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manage my time and resources and finish tasks to the highest potential standard. By assigning duties to my team members, I can also empower them and help to foster a culture of cooperation and trust. Due to the implications of my leadership and followership style, I have the potential to be a successful leader and follower in an organization. As a leader, I can take the initiative, collaborate well with others, and inspire and motivate others. I can take a bearing, make sense of certain urgent matters, provide insightful analysis, and think freely as a devotee. My ability to incorporate other people into my navigation is the primary area where I need to grow. This is important because it helps me understand other people's perspectives (John & Niyogi, 2019), which can lead to more intelligent independent decision-making. It also helps me build relationships with my coworkers, which can improve cooperation and trust. Involving others in decision-making also helps morale since it shows that you value their opinions. In conclusion, I have determined my areas of strength and growth by completing four surveys and assessing my leadership and followership styles. It is said that I have a directive leadership style and a subservient followership style. My ability to set a good example, communicate effectively, and recognize my strengths and shortcomings are some of my leadership qualities. As a leader, I have to do a better job of empowering people to participate in decision-making, giving them the tools and encouragement, they require to be successful, and helping them make wise choices. The primary area I need to improve on is my ability to involve people in the navigation process.

References Northouse, P. G. (2020). Introduction to leadership: Concepts and practice (5th ed.). SAGE. Northouse, P. G. (2021). Followership Download Followership . In Leadership: Theory and practice (9th ed., pp. 352–393). SAGE. Followership Questionnaire, p. 388 John, S., & Niyogi, S. (2019). A study on the numerous elements of emotional intelligence and leadership qualities and its impact on conflict management: A review of literatureLinks to an external site. Journal of Management, 6 (2), 111–120. https://ssrn.com/abstract=3525977

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