The Dynamic and Ever

This leadership self-assessment reflects on the author's strengths, weaknesses, and areas for growth in their leadership journey. Key strengths include a strong grasp of leadership principles, integrity, and the ability to inspire a shared vision, while challenges involve micromanagement and a need for better delegation and emotional intelligence. The author is committed to evolving as a leader by enhancing these skills and empowering team members.

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The Dynamic and Ever

Uploaded by

akashdeep singh

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as DOCX, PDF, TXT or read online on Scribd

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Leadership Self-Assessment

Introduction

In my view the landscape of leadership is vibrant and constantly evolving in nature

that requires adaptability, strategic insight, and perseverance. Reflecting on my leadership
journey, I realize it encompasses more than merely guiding others; it requires continuous
adaptation, understanding the foundations of my approach, and learning from both successes
and failures. This reflective essay will analyse my past leadership performance by
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emphasizing my strengths, weaknesses, and areas for growth, employing key concepts from
the course materials—particularly those related to leadership principles, the significance of
vision, and the empowerment of individuals.

My Strengths

One of my key leadership abilities is possessing a strong grasp of leadership

principles, which form the foundation for decision-making and guiding teams. As highlighted
in the course, a leader's trustworthiness and reliability are significantly shaped by their
principles. Integrity, transparency, and empathy have consistently been the foundations of my
leadership values. I believe that a culture of trust is fostered in a team when a leader shows
integrity through honesty and accountability. As a result, I have managed to establish
environments where individuals feel comfortable sharing their ideas and concerns, fostering
greater collaboration and innovation. My ability to identify opportunities and make decisive
actions aligns with the transformational leadership model, which emphasizes motivation,
creativity, and vision. A leader can foster a culture of ongoing development and customer
focus by promoting collaboration and a shared objective (Manning and Curtis, 2019).
Situational leadership is marked by competent delegation, where a leader adjusts their
approach based on the team's skills and the tasks involved (Hersey & Blanchard, 1969). This
kept the group's attention and provided them with a sense of togetherness. Kouzes and Posner
(2017) state that effective leaders develop a vision that inspires belief among people, thereby
enhancing commitment and engagement. My experience supports this idea, as my team
demonstrated heightened motivation and productivity when they grasped the larger vision.

Challenges Faced

Although I have demonstrated myself to be an effective leader with a clear vision and
strong principles, I have encountered challenges, particularly in terms of enabling others. The
importance of assigning tasks to others and allowing them to take responsibility for their
work was highlighted in the course discussion on the empowerment of People. I have
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sometimes struggled in this domain and have often fallen into the micromanagement pitfall. I
occasionally find it hard to completely rely on team members for critical tasks because I
believe I hold a significant share of the responsibility for the team's success. Besides
restricting the creativity and autonomy of others, this approach assigns me responsibilities
that the team could handle more effectively.

I can handle one project, although setbacks and unhappiness stemmed from my poor
delegation. I was driven by the desire for perfection, yet I ignored the reality that successful
leadership requires trusting individuals to share their unique abilities. According to Maxwell
(2018), empowerment involves providing individuals with the tools and liberty required for
their success. The overall productivity and morale of the team declined due to my inability to
effectively embrace this concept. Upon reflecting on this event, I have realized that I ought to
trust my team's abilities more and provide them with additional freedom and support

Where I Could Improve

Enhancing my ability to inspire others is a key focus for developing my leadership

style. Trust, delegation, and providing individuals with the necessary resources for success
are all intricately connected to the concept of empowerment. Through deliberate delegation, I
aspire to progress in my leadership journey. This involves not only assigning tasks but also
ensuring that team members are motivated and believe in their own abilities. To empower
others, I need to step back and allow them to grow and learn from their experiences, even if
they err in the process.

Enhancing emotional intelligence, particularly in managing stress and conflict, is

another aspect that requires improvement. To navigate complex interpersonal dynamics and
maintain a fruitful work environment, leaders need to have emotional intelligence. At times, I
have struggled to stay calm under stress, negatively impacting team morale. Goleman (2004)
states that leaders with elevated emotional intelligence are better at regulating their emotions
and understanding others, leading to greater effectiveness in handling difficult situations.
Acquiring this skill will enable me to lead with greater calmness and clarity, especially in
challenging circumstances.
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Conclusion

Examining my leadership effectiveness has provided me with valuable insights

regarding my strengths, weaknesses, and opportunities for growth. While I have
demonstrated a strong understanding of leadership principles and the ability to communicate
a compelling vision, I recognize that I must enhance my delegation skills, emotional
intelligence, and adaptability. I am committed to evolving into a more effective and
empowered leader by applying the principles of transformational and servant leadership.
Becoming a leader is a process, and I believe that I can grow into a person who not only
guides others but also inspires them to achieve their highest potential if I persist in thinking
and learning

References

Goleman, D. (2004). Emotional intelligence: Why it can matter more than IQ. Bantam Books.
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Hersey, P., & Blanchard, K. H. (1969). Life cycle theory of leadership. Training &
Development Journal, 23(5), 26-34.

Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary
things happen in organizations (6th ed.). Wiley.

Manning, G., & Curtis, K. (2019). The art of leadership (7th ed.). McGraw-Hill Education.