Birkman Assessment Report: Leadership Competencies and Reflection

This report delves into the Birkman Method, a self-assessment tool used to understand leadership styles, motivations, and stress behaviors. The report begins with the author's initial impressions of the Birkman Method and its potential for enhancing human capital by revealing hidden aptitudes and promoting self-awareness. It then explores the author's self-perception before the assessment, contrasting it with the assessment's findings, highlighting areas of confirmation and contradiction, and acknowledging new insights gained. The report further examines the practical implications of the Birkman Method in a leadership context, emphasizing its ability to provide insights into communication and work styles, approaches to progress, and the role of emotional intelligence. The core of the report connects the Birkman Method findings with nine leadership competencies, as defined in the LIP manual, demonstrating how the assessment intersects with mental horsepower, emotional intelligence, business acumen, self-awareness, a strong sense of self, providing guidance, influencing others, initiating action, and building relationships. The report concludes by synthesizing these insights to offer a comprehensive understanding of the author's leadership profile and its implications for professional development.

Assignment
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Table of Contents
Introduction......................................................................................................................................3
The first impressions of MLQ/Birkman/GMI.................................................................................3
a. What was your understanding about yourself before taking MLQ/Birkman/GMI?................4
b. What is your understanding about yourself—either confirming or disconfirming previously
held self-perception(s), and why? Any new knowledge you have gained? Be sure to use other
personality inventory assessments you may have completed in your analysis...............................5
c. What do MLQ/Birkman/GMI measures mean to you in your specialized and practical
leadership context?..........................................................................................................................5
Based on your reflection, how does the MLQ/Birkman/GMI findings intersect (or connect) with
the nine leadership competencies (found in the LIP manual under competencies..........................8
Conclusion.....................................................................................................................................12
References......................................................................................................................................13
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Introduction
The report was to reflect and demonstrate the result of Birkman. This report is directly linked
with the procedures that had been carried out in the LDR is six 97–6 98 capstone and all over
this program. In this report I have shown the reflection of the outcomes and all those inventory is
which I did in this program. All the related reflection of my leadership competencies were
discussed in this report.
The first impressions of MLQ/Birkman/GMI
For me the first impression of ML/Birkman/ GMI is that it brings better insight into human
capital and is used for development and enhancement of the human resources. It is a useful way
to help individuals in realizing their inner capabilities (Fink, 2011). This methodology creates
and improves the human capital of business by helping the management in unveiling the hidden
aptitude of the leaders, workers, students and teams (Hemmerling, 2006). This method is the
near evaluation method which finds the underlying requirements of individuals and when these
requirements are fulfilled then please can bring comfort and motivation in their personal and
professional life. So it is important to understand those needs for self motivation and Avoidance
of any stress for oneself (de Ridder, Kroese & Gillebaart, 2017). This way it helps in promoting
better self management and awareness of on extremists with respect to social norms. By looking
at the manner that makes other people perceive the world, one can always better respect and
empathise with other people (Kendall, Ehrlich, Sunderland, Muenchberger & Rushton, 2010). By
knowing the workers requirements, a manager is capable of providing support to enhance the
model, efficiency and communication. Therefore the first impression of this theory is that it helps
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in realising the thoughts and perceptions of others and brings self motivation and insight for self-
improvement.
a. What was your understanding about yourself before taking MLQ/Birkman/GMI?
Before carrying out this assessment, I had a different perception about myself Even though I
knew that I enjoyed activities practical focus yet I was not aware of my unique leadership styles.
Going through the assessment I was sure of how I reacted when I undergo stress and there was a
comparison made with other people’s leadership style also. Before taking the test I thought I am
quite when I undertook the test I saw myself that I require an environment which flexible and
need more variety. The report showed that goal focus on practical issues and being a leader I lay
stress on them practically and want them to be implemented in systematic manner. Even before
the assessment I felt that the leadership style which I did was a friendly and a frank one with
logical reflection sure that the leadership style is reflective optimistic, selectively sociable,
insightful and thoughtful (Mullan, 2014).
I have a subjective kind of leadership style and I tend to be reflective and creative in
demonstrating my leadership approach (Kippenberger, 2002). I believe that is needed by me this
is one where competition is encouraged and flexibility is allowed. There has to be a session with
the introduction of where righty and normal day I can miss to the forceful and outgoing situation.
I respond well to the people who are energetic and enthusiastic in nature. Prior to the assessment
I always believed that I can handle stress very easily and I do not lose my calm easily.
Whenever my requirements are not met then, I felt that I might find it hard to support other
people. However this was not the case. As for the assessment, I get distracted and distressed I
don’t follow the plan and stop trusting others. This is what is not expected from me.
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b. What is your understanding about yourself—either confirming or disconfirming
previously held self-perception(s), and why? Any new knowledge you have gained? Be
sure to use other personality inventory assessments you may have completed in your
analysis.
Looking at the comparison made from my self-perceptions and from assessments, there are
certain contradictory statements made In case of any leadership styles and in case of any stress
people can trust me and I am capable of handling situations. It is important that I take decisions
and the team can depend on me. Still, there are chances when in some situations of stress I am
incapable of trusting others and I feel that I can just rely on myself. This thing was revealed by
this assessment. So this analysis has proved to be completely dependable and right.
c. What do MLQ/Birkman/GMI measures mean to you in your specialized and practical
leadership context?
The Birkman Method is a deductively created self-appraisal apparatus that makes customized
reports. These reports give members information and bits of knowledge to enhance mindfulness
and self-administration through investigating their successful work styles, inspirations, and
qualities. Experiences can likewise be connected to enhance comprehension of contrasting
methodologies others need to progress. Birkman shows us that our view of ourselves and of
others really impacts how we oversee individuals, ventures, and above all - ourselves.
Accordingly, ending up more mindful is the initial step to setting up the way to progress.
Members pick up understanding to:
• Diverse correspondence and work styles
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• Different ways to deal with progress
• The part of mentalities and passionate knowledge
• How to adjust parts to support efficiency
• Developing professions and investigating premiums that drive inspiration
Birkman emerges over other appraisal instruments since it has been by and by since the 1950s, is
information driven, and coordinates a structure around mindfulness that enables members to
comprehend three measurements of mentalities and practices:
1) our standard style (qualities),
2) our necessities (desires/perspective of others),
3) and our anxiety (when desires are not met). Different evaluations don't address these
measurements in the way that the Birkman Method can.
The Birkman Method is a self-evaluation system that recognizes a man's work propensities and
qualities, and behavioural interests and styles (Terrill, Gjerde & Garofalo, 2013). It can resemble
a guide - supportive to show the sorts of work styles, conditions and occupations that most
obviously coordinate or are the best fit for an occupation searcher.
• "Interests" depict the sorts of work exercises that one is attracted to, and ones that ought
to be available in a vocation or profession that is truly being considered or embraced. It is
essential to take note of that being occupied with a specific profession does not really
demonstrate expertise in that vocation region (Ilknur, Birsen & Busra, 2016).
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• "Style" portrays the sort of workplace that encourages one to perform getting it done,
bringing about more prominent employment fulfilment.
The self-evaluation conveys its discoveries about favoured interests and styles through a four s
coding framework (blue, green, red, and yellow) (Eby, Fordyce, Molnar, Shope & Vivoda,
2000). It ought to be plainly comprehended that one shade is no preferable or more terrible over
shading – no esteem judgment ought to be made. Each shade has its own watchword:
• Blue: Planning
• Green: Communicating
• Red: Expediting
• Yellow: Administrating
The Birkman Map utilizes two tomahawks:
Self preoccupation versus Extroversion on the vertical hub
Errand Focus versus Individuals Focus on the level pivot
The left half of the Birkman Map shows an assignment center, which implies one is typically
beneficial by executing undertakings with an accentuation on completing exercises and tasks.
The correct side mirrors a human concentration, or completing things individuals, with more
consideration towards shaping associations with others.
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Area is important: a one of a kind element of the Birkman Map is the degree that happens inside
each shading quadrant. This implies no shading ought to be fully trusted just; the situation inside
the quadrant is similarly as striking as the shading itself.
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Based on your reflection, how does the MLQ/Birkman/GMI findings intersect (or connect)
with the nine leadership competencies (found in the LIP manual under competencies
Source: (The Merck manual home health handbook, 2009)
The leadership improvement procedure brings mindfulness in the leader about how his/her
competencies appear at work. The basic value base of the advancement work is described in a
worker leadership approach ("Purpose and procedure", 2011). It ensures:
- long growth and
- help in developing others,
- leading others,
- making choices,
- building solid teams,
- Dealing with conflicting opinion
- Managing outcomes,
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- Personal and specialist progress
- Delegation Competencies
By the by, a view from a reflection uncovered an arrangement of nine "meta-competencies" that
join diverse qualities and practices (Tuominen, 2016). This arrangement of meta-competencies,
which are additionally known as the "Nine Bucket Model," catches what are accepted to be the
basis of viable leadership, irrespective of variations in the leadership competency models. The
Birkman model connects with these 9 competencies of leadership in the LIP manual as
underneath:
 “IQ” (mental horsepower): successful leaders require high broad insight to deal with the
complexities inborn in a leader’s job, demonstrated by great conceptual hold, expository
capacity, vital thinking, and the capacity to make quick decisions in uncertain or novel
circumstances. In viable senior leadership, there appears to be no viable replacement for high
insight.
 “EQ” (emotional intelligence): successful leaders are additionally perceptive regarding
understanding individuals and their implicit emotions, ready to expect the responses of others
to what they may state or perform, they are in contact with the confidence and atmosphere in
the workplace, and know about the relational and political flow working amongst people and
all through the firm.
 "Know" (business and specialized astuteness): Knowledge is the establishment of viable
execution. I incorporate insight / wisdom in this class also — understanding the breaking
points of truthful information in settling on quality choices and utilizing understanding got
from experiences.
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 "Grow/ develop" (self-awareness): Effective leaders are curious and hungry for information,
anxious to look forward to new circumstances. They learn by doing, and are rationally
adaptable and willing to think about different perspectives. They likewise consider faults to
be useful learning opportunities and motivate others to do likewise.
 "Ego" (solid feeling of self): Effective leaders are self-assured and conclusive, however they
should have a sound personality that enables them to concede when they are incorrect and to
encircle themselves with very proficient individuals without feeling undermined; it is
likewise the establishment for acting with trustworthiness, honesty, and solid morals.
 "Tell" (providing guidance): Taking charge is the sine qua non of leadership. Compelling
leaders set course, concentrate on comes about, decide, appoint specialist, control discourses,
oversee execution, and consider others responsible. The expert to do these things is theirs,
and they utilize it to complete things.
 "Sell" (affecting others): As a contrast to "telling," powerful leaders are bosses of impact.
They are very enticing in one-on-one discourses and work formal and casual impact channels
adequately, construct compelling coalitions and teams, make an elite atmosphere, and bolster
these exercises through handy and continuous correspondence.
 "Initiate" (getting things going): Effective leaders are very proactive: They drive change, go
out on a limb, shake things up, push for enhancements even in the best-run operations, and
make definitive move as opposed to give conditions or occasions a chance to drive their
conduct. Distinctively, many are additionally fretful and anxious, continually searching for
new chances to act.
 "Relate" (building connections): Effective leaders comprehend the significance of solid
connections based on trust and regard. They construct these connections at many levels, both
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outside (clients, business accomplices, group, and government) and inside (associates,
bosses, and representatives at bring down levels), and they use these connections to complete
things.
These nine meta-competencies hold up well crosswise over the majority of the leadership
competency models in the database, regardless of contrasts among associations and the
difficulties of specific leadership roles. An emphasis on leadership competencies and expertise
improvement advances better leadership. However, aptitudes required for a specific position may
change contingent upon the particular leadership level in the association. By utilizing a
competency approach, associations can figure out what positions at which levels require
particular competencies. Researchers at the Center for Creative Leadership have recognized
some fundamental leadership competencies that are reliable among associations. They partition
the general structure into competencies for driving the association, driving the self and driving
others in the association.
When choosing and creating leaders, HR experts ought to consider the competencies that the
individual has and contrast those with the ones that need advance improvement for achievement
in a leadership role (Jenkins, 2012). By taking a gander at his/her present competencies and
contrasting those with the abilities important to fill a leadership position, associations can settle
on better educated choices in enlisting, creating and advancing leaders.
Creating fruitful worldwide leaders is an upper hand for multinational organizations.
notwithstanding fundamental leadership competencies; worldwide leaders confront extraordinary
difficulties that require extra competencies (Meadows & Dwyer, 2015). To clear up, a worldwide
leader is usually characterized as somebody that develops business in a remote market, sets
business procedure at a worldwide level and oversees universally different and diffused teams.
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According to a Conference Board investigate report, 73% of administrators concur that
household business leadership and worldwide leadership vary in the aptitudes required. A
portion of the difficulties that worldwide leaders may confront are dealing with a various group
of representatives and business forms; adaptively moving toward issues and difficulties;
changing in accordance with new esteems and societies; and adjusting to various sorts of
business and individual stressors.
To address the interesting difficulties of worldwide leaders, analysts have recognized worldwide
leadership competencies that can add to progress. Among these worldwide competencies,
building up a worldwide attitude, multifaceted relational abilities and regarding social assorted
variety are fundamental to prevailing in the worldwide workplace. Morgan McCall and George
Hollenbeck examined effective worldwide leaders and built up a rundown of regular
competencies particular to the worldwide leader (Espinoza, Ukleja & Rusch, 2010). HR experts
can utilize worldwide leadership competencies to help the improvement of leaders and along
these lines the general worldwide business methodology.
Conclusion
For all intents and purposes each real organization has thoughts regarding what it takes to be an
exceptional leader. Huge numbers of these associations have created formal "competency
models" — depictions of information, abilities, individual attributes and practices of compelling
leaders — as express explanations of these thoughts. The models are ordinarily utilized for
various purposes, including evaluation of current senior directors, distinguishing proof of high-
potential official ability, execution examination, and leadership advancement. Leadership
competencies can be utilized to viably choose, create and advance leaders in an association.
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Certain components, for example, business system and future patterns ought to be considered
while making leadership competencies (Fisher & Robbins, 2014). All business procedures are
unique and HR professionals should utilize the business system, including the worldwide
business methodology, to drive the utilization of competencies in choosing and creating leaders.
By use of Birkman model, it was demonstrated that through the successfully fabricating an
extraordinary arrangement of abilities for the association's leaders, the firm will support upper
hand.
References
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Proposal for Integrating Notions From Trait Self-Control Studies Into State Self-Control
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Espinoza, C., Ukleja, M., & Rusch, C. (2010). Core competencies for leading today's
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Fink, S. (2011). From guess to process: A systematic approach to hiring and
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