Leadership Self Reflection

Analysis of Leadership Strengths and Challenges

Leadership development is one of the integral aspects to emerge as an effective leader. Specific skills and capabilities can be apparent, but there is a need to assess the leadership approach and behavior to set the foundation for some changes. This analysis is based on four assessments, such as LEADS self-assessment, Leadership Development, The Foundation of Nursing Leadership, Leadership Skills- Mind Tools, and Emotional Intelligence- Scitron Training to reflect my leadership.

Leadership Style and Qualities

Leads Self-Assessment showed that I am a transactional leader. This leadership style interrelates with two essential elements. These fundamental elements include contingent reward and management by exception. For instance, regarding contingent rewards, I want to give a reward to team members or employees if their performance is adequate. On the other hand, regarding management by exception, I don’t prefer changing the working conditions until the fulfillment of goals. Interventions are less probable without meeting specific goals.

I am more than capable of identifying a problem that is beyond my knowledge domain. I strive for feedback and involve people as far as their opinions and thoughts are concerned. I can work with the employees to recognize the development requirements. The ultimate objective is to stick to the anticipated goals. Mindtool skill assessment showed that I could be a more transactional leader. I also have good scores (62/80) in transformational leadership, as I have been progressive in the change process. My leadership style depicts some elements of the transactional approach, but I have shown a better combination of transactional and transformational leadership styles. Of course, this blend of flexibility is critical in multiple situations. In different situations, the role of the leadership style is vital as far as the impact on followers and outcomes is concerned, and it continuously validates leadership effectiveness (Byrne & Rees, 2006).

Emotional Intelligence

Emotional intelligence assessment helped me to understand my behavior when interacting with others. I scored 85 out of 100, showing incredible emotional intelligence. These results indicate that I can comprehend and manage emotions at personal and team level (Pool & Qualter, 2018). Vital emotional intelligence has become a source of leadership effectiveness as far as the understanding of complicated and interpersonal situations across multiple social contexts is concerned (Pool & Qualter, 2018). I must strive to set the foundation for positive and sustainable relationships (Drigas & Papoutsi, 2019).

Challenges and Strengths

Leads Self-assessment streamlined some strengths. For instance, results show that I am pretty good at identifying limits, seeking feedback, and making people relaxed when conveying perspectives. Nonetheless, I typically face some challenges when working with others regarding development needs. For example, in a fast-paced and stressful hospital climate, the leader can face communication issues due to a lack of communication channels. Team members feel that they need to be more effectively informed. Employees in the organization or workplace can have varying perspectives, and I can face paradoxes in sticking to the goals. Mindtool skill assessment showed some strengths. For instance, I have good people management skills. I considered the skills and interests of people when assigning tasks, and it became my strength in the dynamic workplace setting. I am very open and appreciative of constructive feedback/criticism as it motivates me to improve in suggested areas. The assessment (the foundation of nursing leadership) depicted a transformational leadership score (of 62) out of 80, indicating the intent towards this leadership style. The biggest challenge is that I need to develop skills to incorporate idealized influence, individual consideration, intellectual stimulation, and inspirational motivation. Another challenge is that I need to be more capable of adopting Laissez-faire leadership as far as autonomy and decision-making at the staff level are concerned. Laissez-faire is an effective leadership style that depicts excessive delegation, especially when it comes to the decision-making process. The leader rarely intervenes to promote autonomy at the team level. It is a challenge because I like to collaborate with others and keep everything in check. Employees may have expectations regarding their involvement in decision-making and problem-solving, and the lack of this approach can lead to some paradoxes. High emotional intelligence has been a strength, but the challenge will emerge when I become more sensitive in different situations. Eventually, I need to capitalize on the combination of leadership styles or approaches and emotional intelligence to be successful and effective (Gandolfi & Stone, 2018).

Identifying Opportunities for Growth

Regarding Leads ‘ Assessment, there is a need to improve the ability to collaborate with employees as far as their development needs are concerned. Personalized development plans, along with the appropriate support, are mandatory to move forward as an effective leader (Amann, Kruckeberg, & Green, 2011). The critical assumption is that I must refine the communication approaches and protocols (Huston, 2008). It is all about maintaining the alignment between team members and corporate goals. Mindtool skill evaluation also highlights some opportunities for growth. When managing a larger workplace with a diverse perspective, there is a need to delegate decision-making and problem-solving (Pahi & Hamid, 2016).

Adopting this leadership style is essential because it can set the foundation for employee empowerment. If the leader delegates the decision-making and problem-solving, the employee can be delighted and motivated. Of course, employees will become more assertive, creative, and innovative because they can incorporate their ideas instead of just following the leader’s decisions or interventions. I will also sustain the right balance between transformational and transactional leadership styles. Improvisation in several situations will be effective (Bratton, 2020).

My emotional intelligence has been excellent, but I need to move forward by enhancing my emotional intelligence. There may be some challenges when situations require more empathy and emotional management. Evolving in real-time scenarios and augmenting learning are the best considerations to justify growth in this domain (Zeidner, Matthews, & Roberts, 2012). I further need to understand how I can incorporate emotional intelligence in leadership practices, especially in critical or demanding situations. Emotional intelligence will be applied to conflict resolution, employee motivation, and the development of a positive work climate (Drigas & Papoutsi, 2019). Mindtool assessment regarding leadership skills also highlighted some growth opportunities. I need to learn when essential facets of transformational leadership can be applied with the appropriate or required intensity. For instance, intellectual stimulation is necessary for dynamically changing and evolving situations. Individual consideration will be required when managing a diverse range of employees. I need to explore the essence of situational leadership because I must adopt the relevant leadership style in specific situations (Afsar & Umrani, 2020).

Apart from that, there have been some cross-cutting opportunities. For instance, developing or increasing team-building skills is one of the viable opportunities. It can help me to foster a more collaborative group climate. Improving communication is always critical. Communication development and improvement are fundamental when adopting leadership styles and applying emotional intelligence (Blackwell Publishing Ltd, 2012).

Strategies for Further Leadership Development

There are several strategies for further leadership development. The illustration of these strategies in the context of these results and interpretation is as follows.

Team Building

I can enhance my leadership effectively by championing team-building skills. I need to participate in workshops and training sessions to adopt skills that are essential in team building. People or members of groups can have varying perspectives, which can lead to conflicts and contradictions. Learning the art of team building through these activities is an excellent way to justify leadership development (Dyer & Dyer, 2019). Internally, I must strive for the feedback protocols. This feedback session can facilitate comprehending viewpoints and overall group dynamics. The ultimate objectives are to improve team cohesion and create a positive work climate and collaboration (Hiriyappa, 2013).

Coaching and Mentorship

I can have a leadership mentor. A mentor with rich leadership experience can help me to recognize areas for improvement. Participating in leadership coaching is one of the best ways to increase leadership potential in different situations (Goldsmith, Lyons, & McArthur, 2012). Coaching and mentoring can help me to evolve in challenging conditions and resolve issues. Of course, I want to become a resilient leader to be effective in demanding conditions. Coaching and mentorship considerations will enhance this potential. Coaches and mentors can streamline personalized implications and insights, which can further boost leadership development (Piggot-Irvine & Biggs, 2020). Experienced personnel can accelerate learning and adaptation in this whole context (Yost & Plunkett, 2011).

Conducting Reflective Practices

A reflecting session is a cautious and organized opportunity to hold, analyze, and assess one’s own leadership practices, outcomes, and experiences (Smith & Shaw, 2013). I need to know how I make decisions and resolve problems in difficult situations, and it can help me to understand my weaknesses and loopholes further. Reflective sessions are an excellent source to enhance personal awareness, effectiveness, and adaptability. Reflective sessions can assist in improving decision-making, emotional intelligence, strategic thinking, and goal alignment (Bratton, 2020)

Leadership workshops

Despite my skills, competencies, and experience in the leadership domain, I need to join leadership development programs. Leadership is a dynamic function that contains varying aspects. These workshops and programs can unveil some hidden insights or aspects that can make me a differentiated and dynamic leader. The most important thing is to streamline charisma as a leader to be influential (Colwell, 2020). These workshops and programs can help me to keep moving with the best management skills to make a difference. The critical assumption is that I must get industry-specific training to be relevant (Attri, 2018).

Conclusion

It concludes that leadership development is a dynamic process that can help to improve as a leader in different situations. Leadership assessment tools have helped to obtain insights from multiple perspectives, and the brief reflection is the best way to move forward with some improvements.

References

Afsar, B., & Umrani, W. A. (2020). Transformational leadership and innovative work behavior: The role of motivation to learn, task complexity and innovation climate. European Journal of Innovation Management, 23(3), 402-428. doi:https://doi.org/10.1108/EJIM-12-2018-0257

Amann, W., Kruckeberg, K., & Green, M. (2011). Leadership and Personal Development: A Toolbox for the 21st Century Professional. IAP.

Attri, R. K. (2018). Accelerate Your Leadership Development in Training Domain: Proven Success Strategies for New Training & Learning Managers. Speed To Proficiency Research.

Blackwell Publishing Ltd. (2012). Editorial: Your leadership style – how are you working to achieve a preferred future? Journal of Clinical Nursing, 21(1), 3325–3327. doi:10.1111/j.1365-2702.2012.04290.x

Bratton, J. (2020). Organizational Leadership. SAGE.

Byrne, J.-A. C., & Rees, R. T. (2006). The Successful Leadership Development Program: How to Build It and How to Keep It Going. John Wiley & Sons.

Colwell, C. (2020). The Fourth Tier: Leadership and the Power of Charisma. Rowman & Littlefield.

Drigas, A., & Papoutsi, C. (2019). Emotional Intelligence as an Important Asset for HR in Organizations: Leaders and Employees. International Journal of Advanced Corporate Learning, 12(1), 58-66. https://www.proquest.com/scholarly-journals/emotional-intelligence-as-important-asset-hr/docview/2272188350/se-2?accountid=30552

Dyer, W. G., & Dyer, J. H. (2019). Beyond Team Building: How to Build High Performing Teams and the Culture to Support Them. John Wiley & Son.

Gandolfi, F., & Stone, S. (2018). Leadership, Leadership Styles, and Servant Leadership. Journal of Management Research, 18(4), 261-269. doi:https://www.proquest.com/scholarly-journals/leadership-styles-servant/docview/2561525251/se-2?accountid=30552

Goldsmith, M., Lyons, L. S., & McArthur, S. (2012). Coaching for Leadership: Writings on Leadership from the World’s Greatest Coaches. John Wiley & Sons.

Hiriyappa, B. (2013). Team Building And Group Dynamic Management. Booktango.

Huston, C. (2008). Preparing nurse leaders for 2020. Journal of Nursing Management, 16(1), 905–911.

Pahi, M. H., & Hamid, K. A. (2016). The Magic of Destructive Leadership: Laissez-Faire Leadership and Commitment to Service Quality. International Journal of Economic Perspectives, 10(4), 602-609. https://www.proquest.com/scholarly-journals/magic-destructive-leadership-laissez-faire/docview/1964459986/se-2?accountid=30552

Piggot-Irvine, E., & Biggs, K. (2020). Leadership Coaching, Mentoring, Counselling or Supervision? One Way Is Not Enough. Cambridge Scholars Publishing.

Pool, L. D., & Qualter, P. (2018). An Introduction to Emotional Intelligence. John Wiley & Sons.

Smith, A., & Shaw, P. (2013). The Reflective Leader: Standing Still to Move Forward. Canterbury Press.

Yost, P. R., & Plunkett, M. M. (2011). Real Time Leadership Development. John Wiley & Sons.

Zeidner, M., Matthews, G., & Roberts, R. D. (2012). What We Know about Emotional Intelligence: How It Affects Learning, Work, Relationships, and Our Mental Health. MIT Press.

My Result

LEADS Self-Assessment for Front-Line Leaders