PERSONAL TESTS & EVALUATIONS ASSESSMENT……….. 2
REFERENCE LIST…………………………………………………. 6
Power Orientation Test………………………………… 7
Leadership Assessment Quiz…………………………. 9
PERSONAL TESTS & EVALUATIONS ASSESSMENT
In organizations aspiring for growth and continual improvement, relationships are more intricate and alternatives more numerous than the either/or imposition implied by the notion of leaders and followers. Practically no one leads all of the time. Leaders also work as followers; all in all, “everyone uses a portion of their day following and another portion leading” (Galie and Bopst, 2006, p. 11).
I find this to be very accurate, both in relation to my Leadership Assessment Quiz and Power Orientation test results as well as my own personal stance on leadership and power. Power is defined as “a person, group, or nation having great influence or control over others,” (Moore, 1996, p. 837), whereas leadership is seen as the ability of one who leads or inspires. The notable difference between the two, being “control” and “inspire.”
In association with the 65 achieved in the Leadership Assessment Quiz, my readiness for the leadership role is comprehended as moderate. Meaning I have moderate readiness to take on a leadership role. A leaders traits and needs play a crucial role in determining peoples work attitudes, behaviours, and performance, in addition to organizational outcomes. Effective leaders are said to have certain personality traits, which can be divided into general personality traits, such as; self-confidence, assertiveness and warmth, and task-related traits, such as courage and control (DuBrin, Dalglish, and Miller, 2006).
The general personality traits, which are related to success both in and outside the workplace, are all inherent in my answers given in the Leadership Assessment Quiz. With statements such as, “it is easy for me to compliment others” and “team members listen to me when I speak,” it is apparent I possess these characteristics. Whereas my task- related personality traits associated with successful leadership, such as courage, still need to be developed. Not only do I know this in myself, but it is clearly pointed out throughout the test, with statements such as, “resolving conflict is an activity I enjoy” and “I would enjoy coaching other members of the team”.
The literature generally suggests that effective leaders express their needs and motives in ways that benefit the organization. These needs or motives, are considered to be; tenacity, power, drive and work ethic (DuBrin et al. 2006). The power motive is significant, as it plays a major role in the relations taking place within the organization. Power over others is an inevitable part of leadership, but it also carries with it the risks associated with the misuse or abuse of power (Wikipedia, 2008).
The Power Orientation Test is designed to test a persons Machiavellianism (Mach) score. Inspired by what Machiavelli wrote almost five centuries ago, modern Machiavellianism is a term used to describe a person’s tendency to deceive and manipulate others for personal gain. People with high Mach scores tend to be more manipulative and detached in their interaction with other people (Galie and Bopst, 2006). With a Mach score of 25 out of 50, I hold a low Mach, as I tend to believe that, “one should only take action when it is morally right,” and “most people are basically good and kind.”
Low Mach’s are usually inclined to take a more personal and compassionate approach in their dealings with other people. This then goes back to my notion about followers and leaders, as I would rather be an active follower, who is part of a team, than an isolated leader. However at the extreme, people with very low Mach scores are considered to be dependent, submissive and socially inept (Galie et al. 2006)....
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