- Identification of strengths and opportunities for improvement based on self-assessment.
- Action plan to address self-assessment capitalizing on strengths and addressing opportunities for improvement.
- The paper is to be clear and concise, and students will lose points for improper grammar, punctuation and misspelling.
- The paper is to be 2 – 3 pages in length, excluding the title, abstract and references page.
- Incorporate a minimum of 2 current (published within last five years) scholarly journal articles or primary legal sources (statutes, court opinions) within your work.
- Journal articles and books should be referenced according to current APA style (the library has a copy of the APA Manual).
- Your paper should be formatted per current APA and references should be current (published within last five years) scholarly journal articles or primary legal sources (statutes, court opinions)
Career Development – Test One Results – What is your leadership style?
The result of the test is as follows:
Your main preference is using transformational leadership styles
To find out more about Transformational Leadership, click here
To find out more about Transactional Leadership, click here
To find out more about Laissez Faire Leadership, click here
About Leadership Styles
Your Tranformational leadership score is 70 out of a possible 80.
Transformational leadership style is made up of 4 elements:
- Idealized influence (II) describes leaders who are exemplary role models for team members. Leaders with idealized influence can be trusted and respected by others to make good decisions for the organization.
- Inspirational motivation (IM) describes leaders who motivate others to commit to the vision of the organization. Leaders with inspirational motivation encourage the team to reach new heights in service delivery.
- Intellectual Stimulation (IS) describes leaders who encourage innovation and creativity through challenging the normal beliefs or views of a group. Leaders with intellectual stimulation promote critical thinking and problem solving to make the organization better.
- Individual consideration (IC) describes leaders who act as coaches and advisors to their team. Leaders with individual consideration encourage others to reach goals that help both them and the organization.
Your II score is 15
Your IM score is 20
Your IS score is 18
Your IC score is 17
Like the other styles, transformational leadership styles is not always appropriate. It is most successful when used with highly skilled or experienced team members, when implementing large-scale changes or resolving individual or group problems.
The transformational leadership style is most effective when:
- you want others to share in decision-making and problem-solving duties
- you want to provide opportunities for team members to develop a high sense of personal growth and job satisfaction.
- there is a large or complex problem that requires lots of different inputs to solve.
- changes must be made or problems solved that affect large numbers of people
- you want to encourage team building and participation.
Transformational leadership may not be appropriate when:
- there is not enough time to get everyone’s input
- it’s easier and more cost-effective for the manager to make the decision.
- there is a short-term crisis
Your Transactional leadership score is 54 out of a possible 80.
Transactional leadership style is made up of 2 elements:
- Contingent Reward (CR) describes leaders who provide rewards if, and only if, team members perform adequately and/or try hard enough. It contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments
- Management by exception (active) (MBEa) describes leaders who do not seek to change the exsiting working methods or team membersso long as performance goals are met. The leader only intervenes if something is wrong. In this case, it is “active,” where the leader monitors the situation to anticipate problems.
Your CR score is 38
Your MBEA score is 16
Sometimes transactional leadership is the most effective style to use. These situations can include:
- dealing with new team memberswho do not know which tasks to perform or which procedures to follow
- supervision based on detailed orders and instructions
- when team members do not respond to any other leadership style
- there is little time to make decisions
Transactional leadership style may not be appropriate when:
- team members are demoralised, stressed or demotivated
- team members expect to have their opinions heard
- others begin depending on their leader to make all their decisions
Your Laissez-faire leadership score is 22 out of a possible 80.
Laissez faire leadership style is made up of 2 elements:
- Laissez-Faire (LF) where the leader exercises little control over their team, leaving them to sort out their roles and tackle their work on their own. This approach can leave the team floundering with little direction or motivation.
- Management by exception (passive) (MBEp) describes leaders who do not seek to change the exsiting working methods or team membersso long as performance goals are met. The leader only intervenes if something is wrong. In this case, it is “passive,” where the leader does nothing until a problem or mistake has actually occurred.
Your MBEP score is 14
Your LF score is 8
Laissez faire may be an effective style to use when:
- team members are highly skilled, experienced, and educated
- team members have pride in their work and the drive to do it successfully on their own
- outside experts, such as staff specialists or consultants are being used
This style may not be appropriate when:
- it makes team members feel insecure
- the leader cannot provide regular feedback to let the teamknow how well they are doing.
- leaders are unable to thank team members for their good work.
- the leaders doesn’t understand their responsibilities and is hoping the team can cover for them