leadership Self-assessment And Development Plan 

Introduction

Based on the Skills Scope, MBTI-Step I, and FIRO-B assessment self-assessment for leadership skills, I am inclined to assume leadership roles in teams and groups. As an aspiring leader, I consider this inclination a benchmark for placing myself in situations where I can interact, establish working relationships and inspire others, and provide direction for group success. Also, the self-assessment suggests that I am capable of helping others achieve individual and group objectives. Therefore, it challenges me to assume major decision-making responsibilities, which is critical in solving problems in emergencies and crises. Nevertheless, I realize that some of my personality traits, such as unwillingness to make important decisions and being extroverted may undermine my effectiveness as a leader by making me vulnerable to others besides being seen as domineering. Accordingly, I will need to strike a balance by improving different leadership aspects to enable me to become an all-around leader capable of working with people of different personalities and being decisive in crisis/emergencies.

Solutions and Strategies

Although I am a committed, passionate, creative, innovative, good communicator, and honest leader capable of inspiring others, I need to learn how to delegate and empower others and involve others in the decision-making making processes to optimize every available resource in achieving common objectives. Therefore, though I can identify myself as a leader based on the Skills Scope, MBTI-Step I, and FIRO-B assessment self-assessment, I am yet to become an effective and successful leader capable of inspiring and influencing others to support my vision (Ledlow & Coppola, 2015). I believe that a leader is made, and not born, hence everyone can learn to be an effective and successful leader if he/she acquires leadership traits needed to succeed inspiring and influencing others to achieve a common objective since 'there are no extraordinary men… just extraordinary circumstances that ordinary men are forced to deal with” (Samules, 2009, p. 11). As a result, my strategy towards becoming the kind of leader I desire is developing the qualities that will enable me, as an ordinary person, to deal with extraordinary circumstances. Towards this goal, I believe that I will need to develop emotional intelligence to build upon my strengths to enable me to make accurate judgments of situations and the feelings of others before reacting or making decisions.

I am normally talkative, sociable, and approachable, hence; willing to help others. Although this might be perceived as a good trait when establishing relationships and gaining trust with flowers, it also makes me too intrusive into some situations I ought not to. Accordingly, I will need to better analyze situations and exercise self-control, and to enable ascertain when to hold back. This is especially important considering that most often; leadership involves managing emotionally charged conflict situations (Thakore, 2013). These emotional situations present a test for individuals to demonstrate self-awareness, self-control, as well as the ability to express their feelings and handle conflict situations effectively. Consequently, I need to develop emotional intelligence to be in tune with my own and others’ emotions and transform this capacity into a leadership tool.

According to the self-assessment results, I need to focus on developing emotional intelligence, which influences how one leverages his strengths and manages his weakness when interacting with others in different situations (Hess & Bacigalupo, 2013). For instance, my eagerness to help and take charge of situations may be misinterpreted as a desire to dominate others. I will need to anticipate such interpretations of my actions, control my instincts, and learn to consider available options before offering to help or lead. In this regard, the application of emotional intelligence will be useful to me as a team leader by enabling me to manage others’ feelings and create a relaxed atmosphere for effective dialogue and conversation.

On the other hand, the Skills Scope, MBTI-Step I, and FIRO-B assessment self-assessment helped me identify my weaknesses including reluctance in making important decisions, which presents the greatest challenge to becoming an effective and successful leader. Kozlowski and Bell (2001) argued that the prerequisite to effective and successful leadership is the ability to make major decisions that likely affect the operation or process of a group. Therefore, the inability to be proactive in decision-making could be an obstacle in helping followers achieves individual and common objectives, which could significantly affect their satisfaction and self-actualization Although I have never been in a situation requiring me to make major decisions that affected a group or changed a cause, hence the main reason for my reluctance to make major decisions, I intend to develop a sense of self-efficacy to help me build the confidence to make major decisions.

Evaluation of Potential Solutions

Emotional intelligence is important in understanding other people’s values and beliefs, thus providing the opportunity to know others better and understand why they behave the way they do (Hess & Bacigalupo, 2013). For instance, religious people with strong conservative values might be emotionally charged when arguing against abortion. As an emotionally intelligent leader, I will be able to perceive the religious undertones of another’s argument and through effective management of the situation, direct the conversation towards a neutral perspective.

Emotional intelligence is reflected through the act of understanding, knowing, and responding to emotional situations, overcoming emotion-related stress, and being aware of how one’s actions affect others. Thus, it encompasses self-awareness, self-regulation (management), social awareness, empathy for others, and interpersonal relationship management. In management, leaders apply knowledge of their feelings to understand how they impact others and use these insights to better connect with their followers and infuse strength into their organizations (Barach & Eckhardt, 1996). It helps leaders to understand personality in the workplace and how to relate/manage those they lead.

Concerning my unwillingness to make important decisions, I believe that developing a sense of self-efficacy will instill in me the confidence I need to act in a crisis and high-pressure situation. Self-efficacy is important because it results in a high sense of self-esteem, which in turn inspires one to take leading roles with confidence.

Implementation Plan Action

To learn to be a better, confident, and emotionally intelligent leader, I will enroll in coaching and mentoring programs for leaders. Coaching and mentoring are effective leadership training strategies in two ways. First, it places the student leader in real-life situations where he or she confronts and deals with the challenges of leading teams (Pue, 2005). For instance, I can start by leading small groups under the guidance of an experienced leader, such as an older person who had led groups before (my manager). This program will function as my leadership internship as it will allow me to learn group dynamics, such as the existence of group differences and how to manage them. Secondly, mentoring provides one with the opportunity to interact with and directly learn from more experienced people. As an apprentice, I will learn from my mentor important aspects of emotional intelligence such as how to detect and diffuse tension during group meetings.

Secondly, I will read inspirational material, especially those written by recognized leaders. This will help me learn to think like them and mold my personality along with that of my role models.

Evaluating Outcomes and Challenges

One way I will evaluate myself on emotional intelligence is by assessing how well I diffuse emotionally charged situations, anticipate and react appropriately to others’ feelings, and accommodate the needs of others. In line with my inclination to help others, I anticipate that as a result of developing emotional intelligence, I will be able to demonstrate empathy for others by expressing concern and understanding their feelings, such as pain or anger. Through empathy, I will be able to gain the confidence and trust of others. Gaining trust is crucial for a leader because it allows followers to share the leader’s vision for the team or organization.

Also, considering that leadership positions involve dealing with people with divergent opinions (Kozlowski & Bell, 2001), I will assess myself by evaluating how well I retrain from dismissing others’ ideas. I should be able to avoid outbursts or expressing anger when expressing different perspectives on an issue. This ability will not only enable me to assess situations and make appropriate decisions but also tone down others’ emotional surges and avoid violent confrontations. Through emotional intelligence, I should be able to manage situations and interact with others more amicably. As a student, I have encountered several situations that lead to emotionally charged arguments, whether academic, religious, or political. Being a calm and attentive listener to divergent opinions and exercising tolerance, I am capable of understanding other people's views and the convictions that inform their emotions.

Nevertheless, I anticipate that I will face the challenge of an identity crisis. I will be trying to become someone else by suppressing some of my instincts such as acting without self-restraint in emotional situations. In addition, the need to resist the urge to lead in every situation may be counterproductive; for instance, suppressing my extroverted nature, which I believe is one of my assets as a leader. My extroversion is responsible for my sociability and inclination to lead. I hope to find the right balance through the coaching and mentoring program.