Leadership Styles and Effectiveness

This assignment delves into the crucial link between different leadership styles and their impact on organizational effectiveness. It examines how various leadership approaches, such as transformational, servant, and democratic leadership, influence employee perceptions, motivation, and ultimately, overall organizational success. The analysis involves assessing the effectiveness of these leadership styles based on factors like self-awareness, emotional intelligence, and the ability to inspire and empower team members.

Running head: LEADERSHIP 0
LEADERSHIP SKILLS

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Executive summary:
The report focuses on analysing the leadership skills using various diagnostic tools. The various
diagnostic tools that have been used to analyse the skills are visibility inventory test, big five
personality test, perceived leader integrity test, leadership style survey and self-assessment
questionnaire tool. The report initiates with the discussion of 5 diagnostic tools that follows with
the literature review. The literature review helps in identifying the theoretical concepts of prior
studies done in this context. The last part of the reports deals with action plan framework. This
action plan helps in implementing the activities and the strategies to develop the leadership
skills.

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Table of Contents
Diagnosis and reflection:.................................................................................................................1
Literature review:.............................................................................................................................3
Action plan:.....................................................................................................................................5
Gantt chart:......................................................................................................................................6
Conclusion.......................................................................................................................................7
References:......................................................................................................................................7
Appendix:........................................................................................................................................9

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Diagnosis and reflection:
In order to identify the degree of leadership skills I possess, there are 5 of the diagnostic tools
that have been selected for the analysis. These five tools helped me in analysing myself as the
leaders so that I can find the gap and make the improvements. The first tool that has been used
was leadership visibility inventory test. It was a scaling test in which my visibility and credibility
was tested. First ten questions in the test were for visibility and I have scored 56 in that and other
questions were for credibility on which I have scored 54. Score of 56 in visibility suggests that I
am a visible person scoring of 54 in the next section suggests that I am a very credible person.
The overall discussion or the scoring of the test suggests that I have the capability to visible in
the crowd but there is the scope of improvement in it.
The next tool that I have used was big five personality traits. This is the tool that deals with some
characteristic of being a leader (Mumford, Campion & Morgeson, 2007). The scoring on those
characteristic helped me in analysing my skills. The first characteristic was extroversion. It is the
trait that deals with being social with the community. I have scored 31, and this suggests that I
am quite extrovert and social in nature. Another trait is agreeableness. In this I have scored 25
and this suggests that I am in moderate condition. I agree with the people at times but sometimes
I remain on my point. The next trait is conscientiousness, it is the trait that is about being hard
working and dedicated. Again I score 25 in this test and this suggests that I am dedicated towards
my work but bit is required to be more dedicated. Neuroticism is the personality trait that shows
the emotional aspect in which I have scored 20 that means I am in middle of the scale. The last
trait is openness to experience. In this trait, I have scored 46 that mean I am a dreamer. I used to
accept the new and innovative things that comes ion my way and this nature makes me an
innovative personality. I used to perform the same tasks with different methods and try to be
efficient every time.
Another tool that has been used by me was perceived leader integrity scale. It is the tool that
includes the question which needs to be filled by the other person in order to take the concern
about the behaviour of the other person (Puccio, Mance & Murdock, 2010). My mates have
helped me in doing so. They have filled the forms for me. The appendix 3 shows one of the

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forms that indicates my scoring. I have scored 46 in the same and this suggests that I am highly
ethical in nature. All the above used methods have shown my different traits.
The next is leadership style survey that is about identifying that which leadership style I believe
in. around 15 questions have been asked to me and I have encircled the numbers that best suited
me. For analysis of the scoring, all the questions were divided into 3 sets and the scoring is done
as per the questions. The total of the scores have been calculated. The one in which I have scored
the highest is the 2nd set that is about participative leadership, this suggests that I am the person
who use participative leadership style the most. After that, I used to apply delegative style
sometimes as per the analysis because I scored little less in this segment.
The next and the most important tool is self-assessment questionnaire tool. This is designed in
order to measure the authenticity of the self-leadership. There are various components that need
to be identified in this tool. The first one is the self-awareness, next is moral perspective and the
other two are balanced processing and relational transparency. Comparison of the scores in all
these contexts helps in analysing my stronger and weaker points. The scores above 16 suggest
that I have the stronger authentic leadership in that context and low score suggests that I have
weaker authentic leadership in that particular context. As per the results of the analysis, it has
been identified that I am the leader who does not show authentic leadership in context of self-
awareness and relational transparency but in other two contexts, there is large scope of
improvement.
It has been verified by the incidences that I have experienced in last few months. Once I have
experienced that I was not a visible person in spite of the fact that I was the one who had done all
the preparation for the program that was conducted in our class activity. At the day of the
activity, all the credits were given to the students who were active in talking to the teachers and
were performing the fore front activities. This made me realise that I am lacking in this skills and
it is confirmed by the diagnostic tools. Another incidence that was happened recently with me
suggested that I do not have the self-confidence to convey my things. Once I and my friends
have prepared the presentation and all the designing part were done by me. one of my friends
have presented the same in front of the class and my teacher asked that who have contributed in
making the designs and I have not gathered the courage to tell her that I was the one and my
friend got all the credits. This incidence forces me to make efforts in developing the same.

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Literature review:
Leadership is defined as the ability of the person to guide and influence others in order to make
them work in a particular direction so that the gaols of the organisation and the individual can be
achieved, it has been analysed that the leaders should have some of the traits in him in order to
be the effective one (Heifetz, Grashow & Linsky, 2009). There are several leadership styles and
theories that has been postulated and given by the theorist in earlier as well as in modern times.
These theories such as transformational leadership, transactional leadership, contingency theory,
scientific management theory etc. have something in common and this is the leader as the role
model, who is followed by his followers (Spillane, 2012). Thus, this suggests that a leader should
follow the path that he wants his followers to follow. For this, it is required that the leader should
know himself very well and should be self-aware about his weaknesses and strengths. This
develops the concept of self-awareness in leadership (Axelrod, 2017).
As far as the above diagnosis is considered, it has been realised by my scores that I have two of
the major weaknesses in terms of being an effective leader. The first one is the self-confidence
and the other one is the visibility.
Self-awareness is the understanding of the individual about his own self such as his values,
beliefs, ambitions, emotions, strengths and weaknesses (Paustian-Underdahl, Walker & Woehr,
2014). This is not an easy task and requires years to develop this trait in oneself. Once it is
developed, it helps the individual to be self-aware and also helps in to handle himself and his
behaviours in the situations (Dabke, 2016). It has been analysed that the level of self-awareness
is also linked with the influence and performance. It is suggested that the more the leader is
aware of him, the more he can become influential and convince the others to follow the
guidelines (Avolio, 2007). Self-awareness is the concept that is directly associated with the
aspect of emotional intelligence and thus it has been analysed that the one who is aware of
himself have the capability to understand the emotions of others (Rukmani, Ramesh &
Jayakrishnan, 2010). Leaders who are high in emotional intelligence does not mean that they are
emotional but they have they intelligently handle the situation and understand the emotions and
the perspective of the other person (Eragula, 2015). This does not act as the weakness but

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becomes the strength of the leaders to help their followers (Schmitt, Realo, Voracek & Allik,
2008). All leaders do not have any idea about how to be a leader. Some of the leaders feel
unwilling to become self-aware because they have restricted knowledge about the skills and the
responsibilities of leader and failed to realise that they just nit have to guide the followers but
also have to negotiate with them so that dis-functioning can be prevented. Leadership is actually
about inspiring and motivating the followers so that they can perform with grace and efficiency
(Schmitt, Allik, McCrae & Benet-Martínez, 2007). The leaders who are not self-aware, it
becomes very difficult for them to treat others and understand other’s situations. The leadership
without self-awareness results in non-efficiency. If the leaders themselves do not have any idea
about their own strengths and weaknesses, it is very difficult for them to analyse the strengths
and weakness of the other person (Joo & Jo, 2017). The leaders have to handle many situations
where they cannot react suddenly but should have the capability to analyse the situations and
perspective of the other person so that effective decision can be made that benefits the follower
as well as the organisation (Cobb-Clark & Schurer, 2012). The study suggests that self-
confidence is the very basic skill that needs to be developed for becoming a great leader and I
have to make efforts to achieve the same.
Another weakness that I have faced is of visibility. I am not that much visible in the social
gatherings and this act as my weakness and restrict me to become good leader. It is very
important to be visible and famous. If the person does not have the charm to be visible in the
social gathering then it is a big doubt that he can be the leader or not. This is because leaders
should have the personality that grabs the attention of others and this is the reason why people
follow the leaders because of the charismatic personality (Komarraju, Karau, Schmeck & Avdic,
2011). Visibility can be improved when the leader has the self confidence in him. There are
various theories such as charismatic theory of leadership that suggests that self-confidence is
then a very important part of effective leadership (Gibson, 2017). Self-confidence of the leaders
can be communicated by his personality and the way he interact with others (Tekleab, Sims Jr,
Yun, Tesluk & Cox, 2008). Self-confidence display in the leader automatically motivates his
team to perform effectively because if the person himself is not confident then it is impossible
for him to motivate and inspire the other people to work and perform the tasks in contingencies.
Even if the situations are not favourable, the leaders have to show their self-confidence so that
the team and the followers feel motivated (Furnham, Monsen & Ahmetoglu, 2009).

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When leaders does not have the confidence in them then they try to hide their weakness and thus
may results in arrogant behaviour or may be perceived as the arrogance by the followers. These
types of leaders know that they do not have the confidence to be visible so they try to look good
and create their person in that way (Obiwuru, Okwu, Akpa, & Nwankwere, 2011). These leaders
normal fails to be a good listener and come up with the leadership style that does not allow their
followers to share their views (Bratton, Dodd & Brown, 2011). They find it very offensive when
some other person neglect their view and say anything against them. This also results in bad and
poor relationship between the employees and the leaders and if the relationship between the
leaders and the employees is not good then it may result in poor workplace environment (Van
Dierendonck & Nuijten, 2011). This is the situation, where it becomes more difficult for the
leaders to handle the people and retain them. Trust issues may develop and thing get deteriorated
gradually (Tierney & Farmer, 2011).
The way of thinking of the confident leaders is very different from the under confident one. They
accept their strength and weakness in any way without being offensive (Liden, Wayne, Zhao &
Henderson, 2008). They are open and accept the criticisms by others and also take it in positive
manner. It has been analysed that most of the leaders who have confidence in them believes in
transferring the same to their followers (Avey, Palanski & Walumbwa, 2011). At the end of the
day, it has been analysed that leadership is about having the confidence and making the decision
in such a way so that it can be followed by the followers and they can have trust on the leaders.
Action plan:
This action plan is made in order to develop some of the leadership skills and traits that can help
me in filing the gap between the competencies that I need to be the good leader and the
competencies that I actually have in me. Following are the strategies and the activities that are
required to be done by me in order to fill the competency gap.
Identification of the target
skills
It is required to identify the
skills that are being
developed. The two skills that
need to be developed by me
are self-awareness and self-
1 month

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confidence.
Personality development
courses
It is required to take the
personality development
occurs that helps in
developing the personality as
well as the self confidence
2- 3months
Reading books and watching
videos
Reading motivational and
positive books and watching
the similar kid of videos helps
in developing a sense of
optimism which somehow
develop the confidence
1-6 months
Feedback Feedback from others can help
in analyzing the skills and the
perception of other people in
order to develop the
competency of self-awareness
1-2 months
Mentoring Mentoring is also required in
order to monitor the overall
action plan
1 month
Evaluating the learning
methods
It is the action that helps in
evaluating the progress of
learning methods that has been
used
1 month
Analyzing the progress This can be analyzed by
asking other team members
and the people.
1 month

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Gantt chart:
Below is the Gantt chart that shows the timelines for all the 6 months in order to improve the
leadership skills. This chart describes the activities as well that are conducted in order to develop
the same.
1
month
2
month
3
month
4
month
5
month
6
month
Identification of target skills
Personality development courses
Reading books and watching videos
Feedback
Mentoring
Evaluation of the learning methods
Analyzing the progress
Conclusion:
It has been concluded from the report that leadership is the very important skill and it is required
to develop the same. There are many diagnostic tools that can be used such as visibility
inventory test, big five personality test, perceived leader integrity test, leadership style survey
and self-assessment questionnaire tool. As per the result of visibility and credibility is concerned,
it has been analysed that I have scored 56 which suggests that there is the scope of improvement.
The next test that is big five personality test suggests that I am good in all the aspects. The scale
of perceived leader integrity scale suggests that I am highly ethical in nature. Another test has
been conducted that is regarding leadership style survey w which suggests that I use participative
style and the last one is self-assessment questionnaire tool which suggests that I am not that
much confident and thus I have to improve the same. Overall results of the tests described that I
have to develop the skills such as self-confidence and visibility in me and this requires the action
plan to be implemented.

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References:
Avey, J. B., Palanski, M. E., & Walumbwa, F. O. (2011). When leadership goes unnoticed: The
moderating role of follower self-esteem on the relationship between ethical leadership
and follower behavior. Journal of Business Ethics, 98(4), 573-582.
Avolio, B. J. (2007). Promoting more integrative strategies for leadership theory-
building. American Psychologist, 62(1), 25.
Axelrod, R. H. (2017). Leadership and Self-Confidence. In Leadership Today (pp. 297-313).
Springer, Cham.
Cobb-Clark, D. A., & Schurer, S. (2012). The stability of big-five personality traits. Economics
Letters, 115(1), 11-15.
Dabke, D. (2016). Impact of leader’s emotional intelligence and transformational behavior on
perceived leadership effectiveness: A multiple source view. Business Perspectives and
Research, 4(1), 27-40.
Eragula, R. (2015). “Confidence in Leadership. Advances in Economics and Business
Management, 2(11), 1070-1072.
Furnham, A., Monsen, J., & Ahmetoglu, G. (2009). Typical intellectual engagement, Big Five
personality traits, approaches to learning and cognitive ability predictors of academic
performance. British Journal of Educational Psychology, 79(4), 769-782.
Gibson, E. W. (2017). Leadership in statistics: Increasing our value and visibility. The American
Statistician, (just-accepted), 00-00.
Heifetz, R. A., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership: Tools
and tactics for changing your organization and the world. Harvard Business Press.
Joo, B. K., & Jo, S. J. (2017). The effects of perceived authentic leadership and core self-
evaluations on organizational citizenship behavior: The role of psychological

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empowerment as a partial mediator. Leadership & Organization Development
Journal, 38(3), 463-481.
Komarraju, M., Karau, S. J., Schmeck, R. R., & Avdic, A. (2011). The Big Five personality
traits, learning styles, and academic achievement. Personality and individual
differences, 51(4), 472-477.
Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development
of a multidimensional measure and multi-level assessment. The leadership
quarterly, 19(2), 161-177.
Mumford, T. V., Campion, M. A., & Morgeson, F. P. (2007). The leadership skills strataplex:
Leadership skill requirements across organizational levels. The Leadership
Quarterly, 18(2), 154-166.
Obiwuru, T. C., Okwu, A. T., Akpa, V. O., & Nwankwere, I. A. (2011). Effects of leadership
style on organizational performance: A survey of selected small scale enterprises in Ikosi-
Ketu council development area of Lagos State, Nigeria. Australian Journal of Business
and Management Research, 1(7), 100.
Paustian-Underdahl, S. C., Walker, L. S., & Woehr, D. J. (2014). Gender and perceptions of
leadership effectiveness: A meta-analysis of contextual moderators. Journal of applied
psychology, 99(6), 1129.
Puccio, G. J., Mance, M., & Murdock, M. C. (2010). Creative leadership: Skills that drive
change. Sage Publications.
Rukmani, K., Ramesh, M., & Jayakrishnan, J. (2010). Effect of leadership styles on
organizational effectiveness. European Journal of Social Sciences, 15(3), 365-369.
Schmitt, D. P., Allik, J., McCrae, R. R., & Benet-Martínez, V. (2007). The geographic
distribution of Big Five personality traits: Patterns and profiles of human self-description
across 56 nations. Journal of cross-cultural psychology, 38(2), 173-212.

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Schmitt, D. P., Realo, A., Voracek, M., & Allik, J. (2008). Why can't a man be more like a
woman? Sex differences in Big Five personality traits across 55 cultures. Journal of
personality and social psychology, 94(1), 168.
Spillane, J. P. (2012). Distributed leadership (Vol. 4). John Wiley & Sons.
Tekleab, A. G., Sims Jr, H. P., Yun, S., Tesluk, P. E., & Cox, J. (2008). Are we on the same
page? Effects of self-awareness of empowering and transformational leadership. Journal
of Leadership & Organizational Studies, 14(3), 185-201.
Tierney, P., & Farmer, S. M. (2011). Creative self-efficacy development and creative
performance over time. Journal of Applied Psychology, 96(2), 277.
Bratton, V. K., Dodd, N. G., & Brown, F. W. (2011). The impact of emotional
intelligence on accuracy of self-awareness and leadership performance. Leadership &
Organization Development Journal, 32(2), 127-149.
Van Dierendonck, D., & Nuijten, I. (2011). The servant leadership survey: Development and
validation of a multidimensional measure. Journal of business and psychology, 26(3),
249-267.
Appendix:
1. Visibility credibility test:

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2. Big five personality test:

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3. perceived leader integrity scale:

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4. leadership style survey

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5. self-assessment questionnaire tool

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