Leadership Skills Analysis Report: Competing Values Framework

This report presents a skill analysis based on the Competing Values Framework (CVF). The student conducted a self-assessment using the CVF survey, revealing strengths and weaknesses across different managerial roles. The analysis highlights the student's high scores in innovator skills and lower scores in other areas, indicating a need for development in areas like mentoring and monitoring. The report reflects on the student's current position as a staff member and proposes strategies for skill enhancement, including participation in team activities and focusing on the Human Relations Model. The student aims to improve skills to perform well externally. The report references relevant literature to support the findings and recommendations. The assessment offers a benchmark for the student to enhance their managerial skills.

Running head: SKILL ANALYSIS
SKILL ANALYSIS
Name of the Student
Name of the University
Author Note

1SKILL ANALYSIS
Analytical Report
The Competing Values Framework survey is a useful tool which has the capability to
provide a helpful assessment of the self and can be essentially made use of in order to reflect
upon one`s own skills as well as find scope for improvement in the long run (Quinn et al. 2014).
The CVF as conducted by me shows varying scores in all the four quadrants and the spider web.
From the results of the CVF it can be examined that, I have many areas of weakness. I
have scored the highest in the domain of Innovator skills with a score of 4.2 whereas in all other
areas and essential domains to be comprised by a manager I possess a score which averages
around 2. I need to work upon my Innovation skills and ensure that I am able to improve in my
other areas of domain as well. These low scores can be essentially contributed to the fact that I
am a mere staff member and hence am not exposed to working in managerial positions.
Hence, after the analysis of my web, I aim to undertake the feedback received seriously
and aim to work at improving my Mentor as well as the Monitor roles which will ensure that I
am being able to perform well externally (Burns 1997). I also believe that working in a team with
fellow mates would assist me in improving my Facilitator, Coordinator as well as director skills
and hence, I aim to participate in group activities in the future. Hence, my motto will be to
follow the Human Relations Model which would help me to gain a better control of my skills
and thereby improve the areas I need to work upon critically (Heckman and Kautz 2012).

2SKILL ANALYSIS
Appendix 1:

3SKILL ANALYSIS
References
Burns, P.M., 1997. Hard‐skills, soft‐skills: undervaluing hospitality’s ‘service with a
smile’. Progress in Tourism and Hospitality Research, 3(3), pp.239-248.
Heckman, J.J. and Kautz, T., 2012. Hard evidence on soft skills. Labour economics, 19(4),
pp.451-464.
Quinn, RE, Bright, D, Faerman, SR, Thompson, MP and McGrath, MR ,2014. Becoming A
Master Manager: A Competing Values Approach, 6th edn, John Wiley & Sons Inc., New