Reflective Assessment on Leadership Abilities

This reflective essay analyzes the strengths and weaknesses of my leadership abilities through a personality test. It explores the role of leadership in business and the impact on employees. The essay also discusses the importance of idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration in leadership. It concludes with a focus on group-oriented goals and creating an environment for innovation.

Running Head: REFLECTIVE ASSESSMENT
REFLECTIVE ASSESSMENT
Name of the Student:
Name of University:
Author Note:

1REFLECTIVE ASSESSMENT
Leadership is considered to be one of the major aspects in global business practices due
to high competition in the business orientation. It is globalisation that makes the business
companies to maximise their profit in a great extent by putting emphasis on the leadership skills.
From the research of Uusi-Kakkuri and Brandt (2015) it can be derived that the role of leadership
in business creates a meaning and goal for the employees in order to conduct the business
practices effectively. As a matter of fact, the leaders are also responsible to put great deal of
impact on the employees through motivation. It will bring high proficiency and effectiveness into
the organisational performance that usher high strategic advantage in the competitive market.
Based on this understanding, this reflective essay is going to conduct a personality test of my
leadership quality and analyse it to understand the strengths and weakness within my leadership
ability.
As far as the Idealised influence is concerned, my leadership abilities in that aspect is
quite high with a score of 9. It means my followers or my subordinates possess immense respect
on my leadership quality and they choose me as their role model. It is surely a very aspiring and
encouraging measure that make me feel proud and focused to gain their trusts in a more
extensive manner. According to Weng et al. (2015) the role of the idealised influence is to make
a commendable practice for encouraging and motivating the employees. An interesting and
significant fact is that the subordinates does not follow the leader blindfoldedly rather comparing
the key characteristics of the leader with their own aspiration so that the leadership can help the
employees to develop their career. Moreover, Huang, Weng and Chen (2016) asserted that the
role of idealised influence fosters a code of conduct that influences the staffs ethically.
From the research of Hetland et al. (2018) it can be stated that inspirational motivation
plays a significant role in terms of facilitating adequate measures for the employees to take their

2REFLECTIVE ASSESSMENT
job roles seriously. Bottomley et al. (2016) opined that it is important to make the staffs
understand the importance of their profession so that it will generate high efficiency in their
performance. In this regard, my Inspirational motivation score 10 and represents a high sense of
inspiration towards the employees so that it will motivate them to work professionally. In fact,
my inspirational motivation also argues to maintain a good relation with the employees so that
they are easily get inclined towards their profession and work efficiently. It is also beneficial for
the business companies to gain adequate advantage from the highly motivated employees and
execute better strategy for future business practices. My vision is also took a pertinent aspect in
this respect that guides the employees towards the right path of development in terms of both
individual and organisational.
Intellectual stimulation is identified to be one of the major aspects for the business
enterprises for updating the business activities with change in the demand. In globalisation it
becomes essential to incorporate high intellectual measure so that it will be effective to meet the
expected outcome (Peng et al. 2016). As a matter of fact, intellectual stimulation requires a
flexible organisational environment where the employees can ventilate and utilise their
innovative ideas extensively (Breevaart and Bakker 2018). In response to this, my Intellectual
stimulation measure is scored 9 that means it is very high. I believe in high utilisation of the
intellectual possession of the employees so that the organisation will get beneficial. As a matter
fact, the employees also get satisfied to think openly and in a creative manner. Therefore, the
intellectual stimulation is essential for both the development t of my organisation and also helps
the employees to nourish their intellectual minds profoundly.
As far as the individualised consideration matters, I feel that team work is more important
than focusing on the individual interests of my team members. Therefore, my Individualised

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consideration scores 6 which is moderate. I partially support the individualised consideration but
when it comes to set the long term goals I prefer to go with the preference of the employees.
From the research of Mittal and Dhar (2015) it can be derived that the notion of individualised
consideration connotes the efficacy of dealing with others’ well-being and pay attention to the
employees who feel reluctant to do team work. However, mostly my concern is to emphasis on
the team work and pull out more alternative strategies to increase the efficacy of the team
bonding. Sometimes, I look into the personal matters and try to understand if the team members
are feeling low in work. It helps to balance the individual aspirations and the team efforts to
enhance the proficiency.
My Contingent reward marks is low with a value of 4. It means I do not put pressure on
my team members to do job for achieving reward. It seems highly unprofessional and irrelevant
to me because I maintain an effective leadership style that inspire and influence the employees
efficiently. Therefore, they do not need any kind of extra boost up to enhance their performances.
Mentioning my expectation and recognise their accomplishments is also absent in my
performance because I presume chasing the reward and accomplishments can jeopardize the
incorporation of creativity and innovation in the job quality of my team members. Nevertheless,
Özçelik (2015) articulated that reward and recognition is part and parcel of the motivational
strategies that the executives are followed intensely. It will help them to push the employees
more and bring more efficacy into the organisational practice. Therefore, I feel to add more
effort to at least recognise the achievements of the employees for integrating them adequately
into the business practice.
It is true that every job has to be bound by a standard so that the employees will
understand the required measure to meet the standard. However, I would like to contain a

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flexible standard where the employees can feel no bound of meet the standard. I personally
believe that innovation and creative measure can be identified as a perfect example of
establishing high class performance and quality of product and service as well. Therefore, my
Management by expectation score is very poor with 2 marks only that enables me to focus on the
innovation and creativity of the organisation rather than its standard. Therefore, continuous
change in the process and incorporation of innovative ideas are the most important part to me
and it is further supported by my leadership style as well. The research of Hon and Lui (2016)
pointed out that creativity and innovation are more significant for the current business practices
rather than standard expectation. Therefore, I also follow the same way.
As far as my intention is concerned, I can say that the team has to focus on the group
interest rather than putting emphasis on the individual aspiration. As a leader, it is also my
intention to set an objective for the team based on the practice of establishing adequate measure
for the long term group oriented goals rather than keep tracking the individual interests.
Therefore, I can say my leadership style is anti-Laissez faire paradigm and the score is obviously
very poor with 2 points. It brings a good practice for me to think a group oriented measure rather
than letting others to do their job.
Therefore, it can be concluded that my leadership abilities are more coupled with the
group mechanism where the individual aspiration and interest cannot be of great consideration.
In fact, I want to prepare an environment for the employees where they feel free to inculcating
more innovative ideas and shape a strong and sustainable business future.

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Reference
Bottomley, P., Mostafa, A.M.S., Gould‐Williams, J.S. and León‐Cázares, F., 2016. The impact
of transformational leadership on organizational citizenship behaviours: The contingent role of
public service motivation. British Journal of Management, 27(2), pp.390-405.
Breevaart, K. and Bakker, A.B., 2018. Daily job demands and employee work engagement: The
role of daily transformational leadership behavior. Journal of occupational health
psychology, 23(3), p.338.
Hetland, J., Hetland, H., Bakker, A.B. and Demerouti, E., 2018. Daily transformational
leadership and employee job crafting: The role of promotion focus. European Management
Journal, 36(6), pp.746-756.
Hon, A.H. and Lui, S.S., 2016. Employee creativity and innovation in organizations: Review,
integration, and future directions for hospitality research. International Journal of Contemporary
Hospitality Management, 28(5), pp.862-885.
Huang, C.Y., Weng, R.H. and Chen, Y.T., 2016. Investigating the relationship among
transformational leadership, interpersonal interaction and mentoring functions. Journal of
clinical nursing, 25(15-16), pp.2144-2155.
Mittal, S. and Dhar, R.L., 2015. Transformational leadership and employee creativity: mediating
role of creative self-efficacy and moderating role of knowledge sharing. Management
Decision, 53(5), pp.894-910.

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Özçelik, G., 2015. Engagement and retention of the millennial generation in the workplace
through internal branding. International Journal of Business and Management, 10(3), p.99.
Peng, A.C., Lin, H.E., Schaubroeck, J., McDonough III, E.F., Hu, B. and Zhang, A., 2016. CEO
intellectual stimulation and employee work meaningfulness: The moderating role of
organizational context. Group & Organization Management, 41(2), pp.203-231.
Uusi-Kakkuri, P. and Brandt, T., 2015. Preferred leadership behaviours by different
personalities. International Journal of Business and Globalisation, 15(4), pp.461-474.
Weng, R.H., Huang, C.Y., Chen, L.M. and Chang, L.Y., 2015. Exploring the impact of
transformational leadership on nurse innovation behaviour: A cross‐sectional study. Journal of
Nursing Management, 23(4), pp.427-439.

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Appendix
Figure 1: Multifactor leadership questionnaire
(Created by the author)