Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Essay:
Leader's Self-Insight 1.1: Your Learning Style: Using Multiple Intelligences
I scored evenly on all of the types of intelligence measured by this self-assessment: logical-mathematical, verbal-linguistic, interpersonal, intrapersonal, and musical. This indicates that I am a well-rounded person with the ability to work in multiple environments on different tasks.
Leader's Self-Insight 1.2: Your Leadership Potential
I scored slightly more (7) on the even-numbered indicators than on the odd ones (6), indicating I have leadership capabilities such as "vision and change." However, the scores were about even.
Leader's Self-Insight 1.3: Are You on a Fast Track to Nowhere?
On people skills, I scored 3 out of the 4 qualities. I believe I have solid interpersonal skills. On working with authority, I scored 2. I believe I need to work more on my assertiveness and courage when dealing with persons in positions of authority because I remain afraid to speak up and express my opinion when it differs from that of management. On networking, I scored two out of the four because I am not "invited to join key members of my team or organization for lunch" at least one time per month. Clearly I need to network more.
Leader's Self-Insight 2.1: Rate Your Self-Confidence
I scored 5 on this confidence measure, which is about average. This result indicates that although I have some self-confidence, there are areas that need improvement. For example, I need to work harder on being less discouraged and finishing projects after starting them.
Leader's Self-Insight 2.2: What's Your Leadership Orientation?
I scored four on both consideration and on initiating structure, which suggests strong orientation to both these aspects of leadership.
Leader's Self-Insight 2.3: Your "LMX" Relationship
The score for this self-insight was 4, showing that my relationship with my former supervisor was about average for such a dyad. In the future, I hope to develop more mutually beneficial relationships with leaders.
Leader's Self-Insight 3.1: T-P Leadership Questionnaire: An Assessment of Style
Here, I scored high both on task orientation and on people orientation. I happen to respond well to pressure situations, and value members of my team as well as specific strategies for solving problems.
Leader's Self-Insight 3.2: Are You Ready?
I evaluated my scores based on my current and on a former job, just to compare the two results. In my former job, I was bored frequently and only did the bare minimum because the work was tedious and underpaid without any chance for advancement. However, in my current job there is room for professional advancement. This is why I am trying harder and performing to the best of my ability.
Leader's Self-Insight 3.3: Measuring Substitutes for Leadership
On task structure I scored a 1 because I am involved in highly specialized work but there are multiple ways of achieving productivity goals. On task feedback, I scored mostly true on both the indicators because I do receive immediate feedback for a successful project. I score high on intrinsic satisfaction because I truly do love what I do and derive much fulfillment from the job.
Leader's Self-Insight 4.1: The Big Five Personality Dimensions
Although I am different in different situations, I score relatively high on extraversion, and also on neuroticism, agreeableness, openness to new experiences, and also on conscientiousness. All of these happen to be prominent traits.
Leader's Self-Insight 4.2: Measuring Locus of Control
On this self-assessment, I scored 49, which is a little below the average indicated by the text. This means that I need to improve my locus of control by believing that I am responsible for both my successes and my failures.
Leader's Self-Insight 4.3: Instrumental and End Values
This was a difficult measure because I found so many of the values to be important to me, such as both an exciting life and a comfortable life. Therefore, I am not convinced of the accuracy of this test. My primary end values are both social and personal. For instrumental values, I value broad-mindedness and imagination. These may be considered competence goals although I also value morality.
Leader's Self-Insight 4.4: What's Your Thinking Style?
Here, my strongest quadrant is C (empathetic and emotional thinking) but I also scored high in both A and D. also. My weakest is category B, organized and detail-oriented although I express elements of each category.
Leader's Self-Insight 4.5: Personality Assessment: Jung's Typology
I scored a fairly unequivocal INFP on this test, which indicates qualities such as being idealistic and having strong values. I am good at learning and would do well in a position of "noble service," according to the text.
Leader's Self-Insight 5.1: Mindfulness
I scored high on this mindfulness assessment: 12 points. This assessment revealed that I also have a high open or beginner's mind and am strong in independent thinking (also . I scored about average on the intellectual stimulation category.
Leader's Self-Insight 5.2: Emotional Intelligence
According to this assessment, I am high in overall emotional intelligence. I scored a 14 overall. In the individual categories, I scored low only in the area of self-management. This indicates that I need to learn how to control my emotions and my behavioral reactions to stress and uncomfortable situations. Anger management has been a problem for me. However, I scored high (4 points each) on the areas of self-awareness, social awareness, and relationship management.
Leader's Self-Insight 5.3: Love or Fear?
For the task I do not enjoy and for the task or hobby I do enjoy, I scored roughly the same. This is because I am more motivated by love of task than by fear of failure. In both cases, I scored a 3 for fear of failure but a 5 for love of task. This means that intrinsic rewards are important to my success.
Leader's Self Insight 6.1: What is Your Match?
My Mach score was a 5, which is about average. I understand that life does present us with situations in which we need to be a little ruthless. In other words, we need to play the game. I do not believe that it is unethical to do so, as long as no moral lines are crossed.
Leader's Self-Insight 6.2: Your Servant Leadership Orientation
Although I scored only average on the specific sub-category of servant leadership, I scored above average on authoritarian leadership and well above average on participative leadership and stewardship each. Knowing my strengths in these dimensions will help me understand my role and expected behaviors as a leader
Leader's Self-Insight 6.3: Assess Your Moral Courage
My score in moral courage is quite low: 4 points. I do not believe I have been challenged morally, in a significant way. However, the individual questions reveal areas of weakness that I may develop in the future such as taking personal risks to defend my beliefs.
Leader's Self-Insight 7.1: The Power of Followership
Here, I scored higher on active engagement than on independent thinking but I believe that is due to the nature of my current position. If I were to answer these questions while envisioning my ideal career, then my responses would reflect a high level of both independent thinking and active engagement. I hope to one day possess the enthusiasm to be an effective follower when it is called for.
Leader's Self-Insight 7.2: Are You an Annoying Follower?
Admittedly, I answered B. To the first question because I sometimes do try to cover up mistakes. This is something I know I should not do, and will try to stop this in the future. On the rest of the questions, I answered according to appropriate follower behavior because I understand the importance of timing and tact.
Leader's Self-Insight 7.3: Receiving Feedback
I scored average on feedback seeking, low on feedback avoiding, and high on feedback mitigating. I do fear negative evaluations, and need to be able to handle constructive criticism and personal failures better. However, I do take responsibility for my errors and make up for them.
Leader's Self-Insight 8.1: Are Your Needs Met?
Right now I am dissatisfied with my work, and it reflects in the scores on this questionnaire. I only scored 3 points. When I eventually choose a new job, I will know what factors are important for greater self-fulfillment.
Leader's Self-Insight 8.2: Your Approach to Motivating Others
My use of reinforcement theory is stronger than my use of expectancy theory. I am conscious of the fact that I give praise, because I believe that people are highly motivated by praise. I am weaker in expectancy theory.
Leader's Self-Insight 8.3: Are You Empowered?
In my current work, I am not empowered and scored correspondingly low . In a previous job, I was empowered. I know the importance of employee empowerment and will seek out new opportunities that entail leaders who empower their employees.
Leader's Self-Insight 9.1: Am I Networked?
Understanding the importance of networking, I scored relatively high on this quiz . The areas in which I do not network include participating in charitable causes and sending holiday cards. However, I generally practice solid networking skills…[continue]
"Leader's Self-Insight 1 1 Your Learning Style Using" (2011, November 16) Retrieved December 10, 2016, from http://www.paperdue.com/essay/leader-self-insight-11-your-learning-style-52918
"Leader's Self-Insight 1 1 Your Learning Style Using" 16 November 2011. Web.10 December. 2016. <http://www.paperdue.com/essay/leader-self-insight-11-your-learning-style-52918>
"Leader's Self-Insight 1 1 Your Learning Style Using", 16 November 2011, Accessed.10 December. 2016, http://www.paperdue.com/essay/leader-self-insight-11-your-learning-style-52918
Pedagogic Model to the Teaching of Technology to Special Education Students Almost thirty years ago, the American federal government passed an act mandating the availability of a free and appropriate public education for all handicapped children. In 1990, this act was updated and reformed as the Individuals with Disabilities Education Act, which itself was reformed in 1997. At each step, the goal was to make education more equitable and more
For countries such as the U.S. And France, these needs can be reasonably expected to relate to the respective national cultures involved. For instance, in their book, Education in France, Corbett and Moon (1996) report, "An education system needs to justify itself constantly by reference to the values which underpin a nation's culture. In a democracy it is expected to transmit a range of intellectual, aesthetic and moral values
). As a top manager, the person possesses three distinct categories of self-efficacy beliefs (Yun, 2007). These are his individual participant's abilities, his team's capabilities, and the organization's capabilities. Team capabilities are not simply the sum of the abilities of the individual members. And organizational capabilities are different from team capabilities. These being distinct from one another, the top manager can build his efficacy beliefs on himself, the team and the
Leadership Styles Among Male and Female Principal It is the intention of this research to study the leadership and cognitive styles of teachers and instructors of both genders within the educational system and their preference for types of leadership in a principal of that institution. The research will include teachers and educators from all levels of the educational system from grade school to high school. The study will also include teachers and
Self-Evaluation/Self-Assessment for Leaders People are influenced by leaders. Leaders cannot affect people without understanding why people behave the way they do. Successful and effective leaders are, therefore, learners of human behavior. Good leader not only try to understand the personalities and psychology of their subordinates but they also consistently evaluate and assess themselves in order to be productive (Clawson 2001). Till date, no studies have produced a clear profile of
2. True learning organizations allocate the time and resources that are required to develop a competitive advantage based on the lifelong learning and training opportunities that are provided to everyone in the organization. 3. A learning organization not only develops the opportunities for learning but it also provides a corporate culture that encourage all of its members to become self-actualized, thereby contributing to the advancement of the larger society in which
Business Leadership Learning & Development The reorganization of a business can take many forms. One of the most crucial areas for reorganization when expanding a business, buying a new business, or even restructuring because of bankruptcy, is to focus the new management team and to incorporate viable solutions for leadership learning & development protection. This report aims to draw up a management development program, devise a program that ensures that the learning