Leading and Managing People: Self-Assessment and Leadership Style

This report presents a comprehensive analysis of a student's personal leadership model within the context of leading and managing people. The assignment begins with an introduction outlining the objectives of exploring the student's leadership characteristics, self-assessment results, and future application. A detailed self-assessment section reveals insights into the student's leadership attributes, including moderate leadership readiness, assertiveness, achievement motivation, and a participative, relation-motivated leadership style. The report then delves into an analysis of how the self-assessment findings either support or reject the traits of an architectural counselor leadership model, highlighting the student's creativity, analytical skills, introverted nature, resourcefulness, relationship motivation, and strategic thinking abilities. The report concludes with a discussion on applying the findings to future leadership endeavors and includes a bibliography of relevant academic sources.

Running head: LEADING AND MANAGING PEOPLE
Leading and Managing People
Name of the Student
Name of the University
Author note

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Introduction
In this assignment I would be exploring my personal leadership model. I would be
outlining the characteristics that would be shaping the way I would be leading teams in future. I
would be exploring how my self-assessments either support or rejecting the traits listed in my
proposed model. In conclusion I would be divulging how I would be applying my findings on
my future endeavors as an effective leader.
Discussion
Self-assessment
Understanding from all the leadership attribute traits found from testing my leadership
style, I have found out a number of things about myself of which I had no idea. I found out that I
have moderate readiness for any kind of leadership role. I am assertive in nature and am
extremely achievement motivated. I am a thinker and I act like I am a striver. The level of
emotionality I possess is all related to the right for a charismatic individual. I am expressive in
terms of emotions and still the levels of emotional expression are not as strong as it can be
bothered about. I have understood I do not properly possess a mindset of being a manger. I,
however, do possess a strong task orientation capability. Following the different existing forms
leadership, I fall into the participative or team style of leadership. I was always aware that I have
an inclination of avoiding risks in any possible way. In this, I am on the side of conservatism.
Along with being participative, I am also relation-motivated. From all the analysis carried out, I
found that I possess or would in future have a very average level of situational perspective if I
ever become a leader or manager of any team or organization. From what I have inferred, I
would require developing having patience with every people I meet and then provide them with
some time to learn. I would also need to develop the practice of providing the team members
with timely feedback and then encouraging them all through the learning process. It is known
that in every office there takes place some amount of politics. In this context, I believe I contain
an above average inclination of playing inside office politics and also possess a stronger need for
power. In terms of dealing with my superiors, I am inclined towards showing my managers a
moderate level of concern so that I can create a good impression. What I require in this context is
becoming more sensitive towards the image and impression I would be making on my boss. In

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comparison with other contenders, I am slightly more influential than the average level. I possess
and show a medium level of ethical awareness, which has made me to attempt at becoming more
sensitive towards different types of ethical issues that arise at the workplace. In the context of
motivating power, I possess an average level of knowledge and skill that I have utilize as I
become a leader. A very important skill that I possess already is thinking strategically that would
assist me in providing and showing strategic leadership towards others. I also possess an average
propensity of displaying a form of considerate leadership behaviour. In terms of taking up
initiative and taking the first step, I am extremely efficient. I believe, if I wish to make anything
work out, I would have to take matters in my own hands. From all the analysis carried out
regarding my leadership style I have inferred that the right leadership model for my type is
architectural counselor. As an architectural counselor leader, I would possess the skills of being
creative, resourceful, and analytical. An architectural counselor is also strategic, introvert and
relation-motivated. In the consequent section I would be exploring the ways my self-assessments
are supporting or rejecting the traits listed in this model.
Analysis
Creative
I have a passion of being artistic and innovative at the same time. I do not take no for any
answer and at all times use ingenuity in solving all of my problems. At the heart and soul of
leadership style is creativity. At the time of devising my individual hedgehog concept, I was
aware that creativity is one major thig of which I am very much passionate and have the capacity
of developing to the best I can out of my ability. Having the element of creativity can either be a
positive or a negative thing in the administering of leadership. On a positive note, I have the
option of using my perceptibility and ingenuity for solving my problems and conflicts.
Conversely, my creativity can direct in the direction of unconventional approaches for solving
issues that may not grab the fanfare of my followers.
Analytical
As long as I have understood situations and have faced issues I have always inspected
and analyzed options that has been put in front of me. I have always found fascination in

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dissecting and rehashing the impact of my choices. This trait would assist me in taking critical or
strategic decisions that are vital in leadership.
Introverted
I am a very reserved person and find it difficult in sharing my thoughts easily with other
people. I do not consider myself as being a people person as I am inclined towards being aloof
and at the same detached from people. I have a tendency of working through things by staying at
a distance from others as that is when I believe my best thoughts come into being. This
characteristic is represented in me in a very strong way and I believe that I need to be working
more on it to be a more personable leader. My aversion towards social settings generally gets
itself manifested in procrastination as I would always avoid situations so that I do not fall into an
awkward position that makes me leave my comfort zone.
Resourceful
Challenges are embraced by me in the form of a test of my ingenuity. I possess the
capability of using what I am provided with for making the best of my situation. Additionally, I
consider myself as a very diligent person while readying myself properly for the unforeseen
future, to make sure I would be able to expect the unexpected. This trait would be helpful for me
in solving the issues that regularly come up in leadership. My capability of performing even in
the most difficult situation provides me with the strength and endurance for outlasting any kind
of challenge.
Relationship motivated
I tend to remain focused on the way people are feeling in opposition to the task at hand.
As I live by the motto that people should be treated in the same way in which I want to be treated
myself. I have more concentration over the way I make others feel. In accordance with Fiedler’s
Contingency Theory, I would get to thrive in situations in which I would be having a moderate
level of control as I am open towards different ideas and worried regarding the resolution of
conflicts.
Strategic thinker

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I have the capacity of seeing the bigger picture and the things it takes for painting it. It is
a vital trait as I can see the forests and trees in the picture. Conversely, I have the capacity of
processing what is happening at present and at the same time grasping a complete understanding
of what I would like to bring in the future. The benefit of being a strategic thinking leader is that
things would be viewed multidimensionally by me. I only take into consideration those things
which are the effects of actions of today on the results of tomorrow.
Analysis of self-assessments
From what I have understood, it seems that on a whole I possess and average propensity
of becoming a great leader. Conversely, I do not stand out from the pack in my current aptitude
of leadership skills. Looks like with a bit more practice and experience I can turn out to be a
more competent and confident next level leader. However, it would take me being more
fanatically passionate regarding greatness for me to become the next level leader. In reference to
my stress-free and laid-back attitude towards life it would be challenging for changing any of my
present quality and skill levels discussed in this assessment. Majorly I would need to rearrange
my inclination of being emotional minded in associations with people, altering my avoidance of
risk, discovering the concept of patience and rethinking my absence of motivation for impressing
my manager.
Conclusion
My personal leadership model backs my leadership skills assessments. My analyses
displayed my strengths in relation to task orientation, assertiveness and relationship motivation
back my architectural counselor leadership style. I have also learnt that I need to work on a lot of
things before I move on the highest level of leadership. In conclusion I divulged how I would be
applying my findings on my future endeavors as an effective leader.

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Bibliography
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Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and leadership.
John Wiley & Sons.
Chhokar, J.S., Brodbeck, F.C. and House, R.J. eds., 2013. Culture and leadership across the
world: The GLOBE book of in-depth studies of 25 societies. Routledge.
Daft, R.L., 2014. The leadership experience. Cengage Learning.
Hargreaves, A. and Fink, D., 2012. Sustainable leadership (Vol. 6). John Wiley & Sons.
Mendenhall, M.E. ed., 2012. Global leadership: Research, practice, and development.
Routledge.
Mitgang, L., 2012. The Making of the Principal: Five Lessons in Leadership Training.
Perspective. Wallace Foundation.
Nahavandi, A., 2016. The Art and Science of Leadership -Global Edition. Pearson.
Northouse, P.G., 2015. Leadership: Theory and practice. Sage publications.
Sharma, S., Sun, H. and Kannan, S., 2012. A Comparative Analysis on Leadership Qualities of
School Principals in China, Malaysia & India. International Online Journal of Educational
Sciences, 4(3).
Spillane, J.P., 2012. Distributed leadership (Vol. 4). John Wiley & Sons.
Thorn, I.M., 2012. Leadership in international organizations: Global leadership
competencies. The Psychologist-Manager Journal, 15(3), p.158.