Personal Leadership Profile assessment.

Topic Personal Leadership Profile Assignment 

1. Summarize the results of your Standardized Leadership assessment. (30%) ( Please see attached for this part- please see my leadership syle assessment results to answer this question) 2. Identify your strengths and weaknesses (40%) ( base my strength and weakness off the Leadership Style Assessment Result) 3. Theorist/leader who has influenced your leadership strategies (20%) ( My mother is one who influenced my leadership strategies, one part I would want the writer to focus on ethics and how my mother taught me good ethics and go into detail about that) 4. Spelling, style, grammar, punctuation, APA (10%) Length 2-3 pages, double-spaced, not including references. APA format. Your Leadership Style Assessment Results You took the test, now what? Download an excerpt of the Introduction to Your Leadership Legacy or purchase the book. Subscribe to our email list for occasional news from the authors. past issue Follow Rob Galford on Twitter Take the test again. Your assessment results show that you have the characteristics of these types of leaders: • Ambassador – your score is 17 points out of 25 • Advocate – your score is 17 out of 25 • People Mover – your score is 24 out of 25 • Truth-Seeker – your score 23 out of 25 • Creative builder – your score is 25 out of 25 • Experienced guide – your score is 24 out of 25 See the sections below for more detail on your natural roles and some suggestions for next steps. Ambassador Ambassadors instinctively know how to handle a variety of situations with grace. They tend to be the people diffusing nasty situations. The ones getting involved in conflicts on behalf of broad constituencies, as opposed for their own benefit. They are apt to be persistent in a gentle way — to be persuasive and at the same time respectful. An Ambassador, for example, might be someone who can introduce a whole host of people-assessment and development frameworks with the result that employees understand and accept the new order easily. Advocate Advocates instinctively act as the spokesperson in a group.

They tend to be articulate, rational, logical, and persuasive. They also tend to be relentless (in the positive sense of the word), championing ideas or strategic positions. Advocates tend to use both linear and non-linear approaches when they argue a point. Top managers who are natural Ambassadors may do very well at navigating through rough waters. But for Advocates, being in rough waters is part of the reason they revel in their work. (Many Advocates tend to see things in black and white only. Advocates very often need Ambassadors on their senior management teams — to help them temper their messages and persuade employees to “buy into” their decisions.) People Mover Think: Talent-spotter, career-builder, motivator, someone with parental, nurturing qualities. People Movers instinctively take the lead in building teams. They’re also instinctive mentors. They generally have large contact lists; they are always introducing new people to new ideas and new paths. They’re also generally mindful of their employees’ lives outside of work; they view performance through the larger lens of potential. There is a certain “holiday card joy” that comes with being a People Mover; when people continue to update you on their progress because they know you’ll care, even if you have nothing in common with them and are effectively out of touch with them, you know you’re a People Mover. Truth-Seeker Think: fairness, good judgment, equalizer, level-headed, process-oriented, scrupulous neutrality, objectivity is the high standard. This is the only role for which there is a “prerequisite;” Truth-Seekers are unfailingly competent in their field; their competence is unquestioned. Truth-Seekers instinctively level the playing field for those in need. They also help people understand new rules and policies. They act to preserve the integrity of processes. They try to identify the root-cause issues, or pivotal issues. They also step in to ensure the just and fair outcome if the process has failed to yield the same.

Successful individuals in the Human Resources function are generally natural Truth-Seekers. Truth-Seekers also tend to gravitate towards line-manager positions. Creative Builder These individuals are visionaries and entrepreneurs – they are happiest and most driven at the start of things. They instinctively: see new opportunities for new products, new companies; spot niche markets; take ideas and make them real. They’re also often “serial entrepreneurs” over time, even if they remain in one leadership post. Creative Builders instinctively understand that building is not necessarily about invention, but about process of making an invention real. Builders are constantly energized by new ideas, yet they have the staying power to see them through to fruition. The issue is rarely simply the idea; builders aren’t “Hey Dave, what’s your latest scheme?” people. Builders are fascinated with implementation. Real estate developers are often “builders” in this way (beyond the obvious connection); they feel most rewarded when a project gets underway, or is newly completed. Builders sometimes get into trouble if they remain in one place for too long. There are case studies, too numerous to mention, of entrepreneurs whose legacies are negative because they became enmeshed in the day-to-day operations of the companies they created, and didn’t know when it was time to leave. Builders can successfully remain in a single leadership position only if they figure out how to feed their own need for new projects. Here’s an equation to try on yourself if you identify with the role of builder: Strength of belief in end result + Ability to tolerate the process = Creative Builder

 

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