Assessing your Leadership Capabilities
Cipriano L. Trujillo
Cipriano L. Trujillo is a 14 year Army Veteran and Graduate Student at the University of Maryland University College.
Correspondence concerning this article should be addressed to Cipriano L. Trujillo, 4962 Switchback Loop, Lacey WA, 98513. Contact: email@example.com
In the 21st century leaders are faced with many challenges. Technology has connected the world. As a result, leaders of this generation will lead teams that are comprised of personnel from all corners of the globe. This will require that leaders become culturally fluent. Their ability to motivate people from different ethnic backgrounds will be paramount to their success. People from different ethnic backgrounds respond differently to leader actions. Therefore, leaders must be able motivate those with whom they lead, using an array of skills tailored to motivate personnel from different backgrounds, ethnicities, and religions backgrounds. Therefore, by taking personality assessments, leadership traits surveys, and leadership skills questionnaires will help leaders self identify gaps in their skills. Understanding theses gaps will enable them to bridge these gaps, and better lead both subordinates from the US and abroad.
International Personality Item Pool Representation
The Five Factor Model of Personality questionnaire indicated that I am an agreeable extravert who thinks in plain and simple terms. Additionally, it showed that I am reliable, hard-working and calm under pressure. I think the assessment was spot on, as it is in line the evaluations that I have received from my leadership.
I believe that it is extremely important for leaders to be extraverts. I feel that leaders set the tone for the organization, therefore if leaders are energetic, sociable and outgoing their subordinate will follow suit. As a result, the organization will benefit as energetic employees are more productive; while social and outgoing employees are more inclined to communicate ideas, which may result in increased innovation.
Agreeable leaders are genuine and sincere; these qualities are paramount to the success of any organization. Agreeable leaders engender commitment from their subordinates. If subordinates feel as though they are simply a commodity they will not put the better effort. However, if subordinates feel as though leaders are making decisions with their best interest at heart they will provide their very best effort. Additionally, subordinates must feel as though the leaders are good people. Subordinates are at their best when they trust their leaders and feel that their leaders understand what they are going through.
Leaders who can remain calm under pressure and who can think in plain and simple terms are extremely effective in any situation. It is easy to make sound and timely decisions when operating under “normal” conditions. However, if leaders become overwhelmed and make hasty decisions when the pressure is on, are viewed as unreliable and can lose the confidence of both their subordinates and supervisors. It is imperative for leaders to be able to process vast amounts of information quickly and make decisions that are in keeping with the organizations strategic goals.
Based on the survey and evaluations provided by my supervisors I feel that I am well prepared to lead, although, not unlike any leader I have room for improvement. I have identified that I am not may be a bit reluctant to change. Additionally, at times am not the most creative thinker. I will continue to work on these shortcomings and grow as a leader. Skills Inventory
According to Northouse, the skills inventory is designed to measure three broad types of leadership skills: technical, human, and conceptual. The level of management in which a leader severs, will dictate the level of proficiency in each skill...
References: Costa, P., & McCrae, R. (n.d.). Short Form for the IPIP-NEO (International Personality Item Pool Representation of the NEO PI-R™). Retrieved June 5, 2015, from http://www.personal.psu.edu/~j5j/IPIP/ipipneo120.htm
Northouse, P. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: SAGE.
Katz, R. L. (1955). Skills of an effective administrator. Harvard Business Review,
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