The Pearson Prentice Hall Self-Assessment (University of Phoenix) indicates a number of varying interpretations regarding my conflict handling skills. In regards to my relative nature of competitiveness the test revealed a score of 16. This indicates that there is a part of me that seeks to satisfy my own interests when involved in group interactions. In reflecting on this I can see how this is true of my personal nature. The results are important because they indicate that relative to others I experience perhaps more than moderate concern is this area. This leads me to believe that I need to remain more self-conscious about my actions in the group and make sure that I adhere to established standards of leadership tendencies. For instance, research has shown the importance of leaders to think clearly and positively motivate the team in the best direction (Daft, 2008).
Even as my conflict score is high, my willingness to collaborate is also statistically relevant, indicating that I demonstrate a desire and ability to work effectively in groups. When understanding this for my career success, I immediately remember reading about the importance of such traits and that many, organizations adopting sets of practices that included teams as an important element of organizational design tended to excel on several performance dimensions (Guzzo Dickson, p. 326, 1996). While I see these traits as more indicative of personality than a particular skill, its important for directing my career path and affirming my already established decisions.
Taken together my assessment score for the ability to develop and lead a team is 92. While this isnt in the top quartile, it is very near it. The test has made me more self-conscious about certain aspects of my collaborative approach that could be improved to achieve a top quartile score and make myself a more effective team player. For example, my accommodating and compromising score indicated that in many cases I am not willing to cooperate and remain headstrong. I think the most effective leadership style is the Situational and thats what I have strived to achieve, however I realize effective Situational Leadership depends on the ability to accommodate and compromise in certain situations, so the test has made me more conscious of my need to develop a more accommodating and compromising nature to achieve higher leadership standards.
When examining the analysis and interpretation of my leadership style I can see how it coincides with previous elements of the Pearson assessment. The assessment indicates that I demonstrate a 9 for concern with the task and an 8 for concern with people. While I think its positive to realize that the score are very much similar to each other, and indicate that I have a balanced approach to collaborative work, I realize that in some situations my concern for the task might override my concern for the co-workers. I think its important to consider Franklin Roosevelt who said, A good leader cant get too far ahead of his followers. I realize that certain situations will require various degrees of person or task oriented leadership and that its important that I remain conscious of my tendency towards task orientation, while tailoring the leadership style to fit the situation.
Finally, I examined my preferred type of power. It revealed that I have largely a referent, expert, and legitimate power style rather, that I prefer to achieve power and control through my skills and expertise. While I believe these are positive traits, I also realize that the most high-functioning leadership incorporates rewards and positive feedback (Avolio and Yammarino 2002). In this regard I scored below the significant quartile, and realize to become a more effective team leader its necessary to improve this portion of my collaborative leadership approach.
Even as my conflict score is high, my willingness to collaborate is also statistically relevant, indicating that I demonstrate a desire and ability to work effectively in groups. When understanding this for my career success, I immediately remember reading about the importance of such traits and that many, organizations adopting sets of practices that included teams as an important element of organizational design tended to excel on several performance dimensions (Guzzo Dickson, p. 326, 1996). While I see these traits as more indicative of personality than a particular skill, its important for directing my career path and affirming my already established decisions.
Taken together my assessment score for the ability to develop and lead a team is 92. While this isnt in the top quartile, it is very near it. The test has made me more self-conscious about certain aspects of my collaborative approach that could be improved to achieve a top quartile score and make myself a more effective team player. For example, my accommodating and compromising score indicated that in many cases I am not willing to cooperate and remain headstrong. I think the most effective leadership style is the Situational and thats what I have strived to achieve, however I realize effective Situational Leadership depends on the ability to accommodate and compromise in certain situations, so the test has made me more conscious of my need to develop a more accommodating and compromising nature to achieve higher leadership standards.
When examining the analysis and interpretation of my leadership style I can see how it coincides with previous elements of the Pearson assessment. The assessment indicates that I demonstrate a 9 for concern with the task and an 8 for concern with people. While I think its positive to realize that the score are very much similar to each other, and indicate that I have a balanced approach to collaborative work, I realize that in some situations my concern for the task might override my concern for the co-workers. I think its important to consider Franklin Roosevelt who said, A good leader cant get too far ahead of his followers. I realize that certain situations will require various degrees of person or task oriented leadership and that its important that I remain conscious of my tendency towards task orientation, while tailoring the leadership style to fit the situation.
Finally, I examined my preferred type of power. It revealed that I have largely a referent, expert, and legitimate power style rather, that I prefer to achieve power and control through my skills and expertise. While I believe these are positive traits, I also realize that the most high-functioning leadership incorporates rewards and positive feedback (Avolio and Yammarino 2002). In this regard I scored below the significant quartile, and realize to become a more effective team leader its necessary to improve this portion of my collaborative leadership approach.
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