Self-Assessment for Leadership Skill Building

This report discusses the importance of self-assessment tests for leadership skill building and provides an action plan for improving leadership skills. The report covers four key self-assessment tests: Myers Briggs Profile, Costa & McCrae Big 5 Personality Traits, McClelland Needs Analysis, and Thomas-Kilmann Conflict Mode Instrument.

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Organizational
Behavior

Executive Summary
Leadership is an advancement form of science that is perceived deeply with both theocratical and
experimental knowledge. Many theories and models of leadership styles and self-awareness has
taken important positions, when it comes to leadership skill improvement and practicing skill set.
These various skills are developed by first identifying of what is and figuring out of what can be
and then learning methods to bridge the gap. The gap is covered through a set of action plans that
drive the development of a true leader.
The following report here, refers to the four key self-assessment tests for leadership skill
building, concentrating at the self-awareness factor. The tests under consideration are Myers
Briggs Profile, Costa & McCrae Big 5 Personality Traits, McClelland Needs Analysis and
Thomas-Kilmann Conflict Mode Instrument. Each of these have their respective outcomes and
identifies certain traits of natural leadership style amongst individuals. These also help in
identifying the ‘musts’ and ‘have nots’ in one’s characteristics as an effective leader. The report
reflects upon the self-test of traits and follows through action plan to improve the skills for
meeting the requirements of a future leader.
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Table of Contents
Executive Summary.........................................................................................................................2
Introduction......................................................................................................................................4
Findings...........................................................................................................................................4
Critical Analysis and Self-Reflection..............................................................................................5
Action Plan for Futuristic Leadership Development.......................................................................7
Conclusion.......................................................................................................................................8
References........................................................................................................................................9
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Introduction
Leadership is an integral part of today’s work scenario. The leadership styles are not only
dynamic but are also very demanding with respect to the modern drastic world. Unlike previous
times, there are many leadership theories that enable the understanding of the current
characteristics and the existing gap between getting better (Seibert, et al., 2017). Complimenting
the theories there are many self-assessment personality tests, that not only help to identify the
natural leadership traits but also ensures that the skills that are needed for a futuristic leadership
style are also highlighted. Certain advanced tools even quantify the traits and potential to a
particular leadership style. Below essay is a summative of the self-assessment for analysis of
traits and characteristics required for improvement with suggestive action plan to build the skills.
Findings
Self-analysis of the traits is a necessary check that must be performed in order to identify the gap
between skill set that is required for being a good leader. Leadership is a very dynamic field and
is as extensive as any other field of academics. The self-assessment through the four different
personality tests of Myers Briggs Profile, Costa & McCrae Big 5 Personality Traits, McClelland
Needs Analysis and Thomas-Kilmann Conflict Mode Instrument are mentioned and described
below.
From the Myers Briggs Profile, the identification of the traits came out to be of ISFJ type,
indicating the Introversion, Sensing, Feeling and Judging characteristics. The final direction
towards the skill set is aimed at the trait of leadership that makes a helpful and supportive leader,
who enjoys helping others (Farrell, 2017). The assessment also indicated towards a pragmatic
and responsible behavior which makes good leaders in participative roles. The McClelland
Needs Analysis that is based on the theory of needs between power, achievement and affiliation
characteristics, highlighted the trait of an executive, who acts as a strong backbone support and
holds things together. The needs analysis positions affiliation to be primary, achievement as
secondary and power as the tertiary need in the findings.
With the Costa & McCrae Big 5 Personality Traits, also known as the Big Five personality traits
of OCEAN model, is a reflection of human personality and psyche. Amongst the five major
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personality traits of this model, the identified self-assessment reflects at Agreeableness, which
clearly indicates supportive and cooperative nature. Although sometimes this trait is seen as
naïve due to the nature of being introvert, yet the trustworthiness is reflected with calm mind
state. The last self-assessment of Thomas-Kilmann Conflict Mode Instrument identifies the
potential and responsive characteristics of a leader in conflicting situations. The identified
conflicting styles summarizes to the Collaborating style of conflict management with assertive
and cooperative traits.
These four different personality tests are a summary towards the existing personality traits that
exists and highlights the needs of improvement for future leadership traits building. These tests
not only disclose the actual characteristics, despite different perceptions and brings forward the
actual hidden traits that form the core values (Montequin, et al., 2015). Practice and
improvement towards the core values and characteristics helps bridge the gap between the
requirements of a future leader from the current state.
Critical Analysis and Self-Reflection
The critical analysis of various assessments and the self-reflection of the learnt characteristics are
a necessary step in becoming aware of what is and what needs to be. Self-assessment through the
personality tests highlights the needs of development and the areas of improvement necessary for
the development of skill set. A good leader is someone who has the ability to learn and devise an
action plan to achieve the skills and cover the shortcomings (Murphy, 2016). Also, learning
skills is only the first step. What needs to be done is device methods for everyday activities to
practice these newly explored learnings to bring them to practice and make a habit for
successfully adapting them (Raymer, et al., 2018).
With the first self-assessment method, Myers Briggs Profile, the identified traits are of ISFJ type,
meaning the inclination of personal characteristics is towards introversion, that is not outspoken.
This identifies the need of learning to speak openly in public forums. Also, the sensing and
feeling behavior brings more practical and measured approach towards situation analysis (Kuofie
& Stephens-Craig, 2015). This sometimes limits the power of imagination, as the thoughts are
rendered with the practical observations and defined values that does not always open the
creative mindset. The judging characteristic traits are the ones that makes the leadership quality
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very approachable (Vedel, 2016). The respect for rules and deadlines, the defined and sequential
set course of action are the key motivators in the performance.
For the second self-assessment of Costa & McCrae Big 5 Personality Traits, the identified
personality traits that is connected to the closest is of Agreeableness type. The openness to
experience, the consistency and organized nature, yet reserved and friendly but confident traits of
the five key traits bring forward the personality. These identified personalities also indicate that a
little bit of extraversion is required to be open to the people as leaders tend to interact with all
and brings forward the challenging and a little ease-going attitude should also be acceptable
(Wu, 2016). But the respect for deadlines and timelines should always be kept.
The third assessment of McClelland Needs Analysis is an analysis of the needs that people gets
motivated with. The needs from the leadership perspective defines and creates the path for a
specific type of leadership trait, that may range from autocratic leader to transformational
leadership style. The test identifies three different motivations in the form of power, affiliation
and achievements (Rybnicek & Bergner, 2019). With the assessment the observation identifies
the need of affiliation to be more dominant in the leadership style, making a way for participative
leadership style form. Yet the significance of power and achievements are other big motivators
for performance. Therefore, it is necessary to practice achievement attainment for adapting to
various challenging work roles.
With the fourth personality type, Thomas-Kilmann Conflict Mode Instrument, which is also a
method of uncovering the conflict management style, the identified trait indicates a Collaborative
approach which is both assertive and cooperative (Fotohabadi, 2018). Being good with these
relationship styles, the identified traits indicate that the leadership style would always blend in
with the team and would have to sometimes surrender in front of the demands of team, even if
they would be unjustified. Therefore, the lesson learnt from this test is to more Accommodating
rather than Collaborating all the time.
These four different assessments have produced a critical analysis of what is and what is required
with what must be in dealing with certain scenarios. These reflections not only help in creating a
plan of action for improvement but also clears the doubts and makes the approach more focused
and directional. Afterall a successful leader is known to be aware of himself or herself before it
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could know the people around it. Therefore, based on the analysis, an action plan helps drive the
path towards futuristic leader.
Action Plan for Futuristic Leadership Development
An action plan is a set of steps of action items that must be and can be adopted to enhance the
skills and be a more adaptive leader, complimenting the current natural leadership style. With the
review and analysis of the findings observed from the four different self-assessment tests, the
leadership learning strategy for self comes out to be that of a constant learning, which is a great
method to enhance the performance and build strong rapport. On the basis of the self-
assessments, the following are the key learning outcomes.
a) Creative approach with open to challenges
The action plan for more creative and open to challenging would involve not a very
judging nature, but to go along with the flow and perception sometimes. The intuition
should always be taken into consideration and therefore, these must be practiced as well,
especially in critical decision making.
b) Easy going and Outspoken
Being open to discussion and having an open nature for extravert and outspoken abilities
is a good leadership trait that helps to manage the people and teams. While being a little
extravert, one finds it easy to connect and associate with the team members, making it
easy for them to connect and have emphatic sentiment being associated closely with
(Harris, 2016). Therefore, it is advisable to listen to leaders, follow the forums and raise
voice whenever the opinion is meant to be counted.
c) Driven by Achievements
The action when driven by the feeling of achievement rather than close and affiliation
only focused approach towards productivity helps make the most of the challenge fruitful
(Malhotra, 2016). Therefore, to associate targets or objectives as leader with some
internal or externally driven achievement targets and following path for attainment of
those targets in justified time, is a skill that can be practiced as well.
d) Accommodating conflict management style
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The existing leadership style focuses more at collaboration, where people and teams can
always bend the leader as per their own convenience. A good leader is always aware of
when to say a ‘No’ to the unjustified requirements (Itri, 2016). Therefore, the action plan
for an accommodating leader starts with declining certain requests or trying to adjust to
certain demands but only to a limited level could help in building the skill set.
Conclusion
The reflection through the four different self-assessment methods of Myers Briggs Profile, Costa
& McCrae Big 5 Personality Traits, McClelland Needs Analysis and Thomas-Kilmann Conflict
Mode Instrument, identified the various skills required for developing good leadership styles and
develop certain traits that are not natural but are required to be a better leader (Chikeleze, 2017).
Each of these self-assessments identified certain natural characteristic that is currently
strengthened and focused at, but in certain scenarios these are not sufficient, and a leader must be
aware of certain other practiced lessons that help them being a better performer. The later part of
the essay identifies the action plan that is required to build certain other characteristic traits of
skill development as leaders.
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References
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Journal of leadership studies, 11(2), pp. 45-47.
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Administration, 57(4), pp. 436-443.
Fotohabadi, M. a. K. L., 2018. Making conflict work: Authentic leadership and reactive and
reflective management styles. Journal of General Management, , 43(2), pp. 70-78.
Harris, K. a. V. S., 2016. On friendship development and the Big Five personality traits.. Social
and Personality Psychology Compass, 10(11), pp. 647-667.
Itri, J. a. L. L., 2016. Ineffective leadership. Journal of the American College of Radiology,
13(7), pp. 849-855.
Kuofie, M. & Stephens-Craig, D. a. D. R., 2015. An overview perception of introverted leaders. .
International Journal of Global Business, 8(1), p. 93.
Malhotra, R. a. R. S., 2016. Role Satisfaction and Leadership: An Approach to Analyze the
Dynamics of Relationships. Global Business Review, 17(4), pp. 952-964.
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project managers: a survey. Procedia Computer Science, Volume 64, pp. 55-62.
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Raymer, S., Dobbs, J. & Kelley, C. a. L. D., 2018. Leadership Education and Development:
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Rybnicek, R. & Bergner, S. a. G. A., 2019. How individual needs influence motivation effects: a
neuroscientific study on McClelland’s need theory. Review of Managerial Science, 13(1), pp.
443-482.
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Seibert, S., Sargent, L. & Kraimer, M. a. K. K., 2017. Linking developmental experiences to
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