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The Leadership Circle: Self-Assessment Lourde My Account Logout Englishâ–¾ Portuguese German English Latin American Spanish Chinese Japanese French Canadian Arabic Spanish French Dutch Norwegian Portuguese (EU) Englishâ–¾ Portuguese German English Latin American Spanish Chinese Japanese French Canadian Arabic Spanish French Dutch Norwegian Portuguese (EU) Section 1 of 2 Review & Continue Review your answers to the The Leadership Circle Profile: Self-Assessment. Change any answer by clicking on it. Your survey is not yet complete. You have 1 more sections to complete. Next Section I share leadership.

0.0 Edit I integrate multiple streams of information into a coherent strategy. 0.0 Edit I help direct reports create development plans. 0.0 Edit I attend to the long-term impact of strategic decisions on the community. 0.0 Edit I am a calming influence in difficult situations. 0.0 Edit I put people down.

1.5 Edit I am emotionally distant. 4.0 Edit I get the job done with no need to attract attention to myself. 4.0 Edit I live and work with a deep sense of purpose. 2.0 Edit I stay abreast of trends in the external environment that could impact the business currently and in the future. 2.0 Edit I have too big of an ego.

1.0 Edit I am relatively uninterested in personal credit. 3.0 Edit I am self-centered. 1.0 Edit I take forthright action without needing recognition. 3.5 Edit I need to be admired by others. 1.0 Edit I live an ethic of service to others and the world.

1.0 Edit I am wishy-washy in decision making. 2.5 Edit I believe winning is what really matters. 2.5 Edit I provide feedback focused on professional growth. 1.5 Edit I am satisfied with the quality of leadership that I provide. 3.0 Edit I am domineering.

2.0 Edit I create vision that goes beyond the organization to include making a positive impact on the world. 1.0 Edit I communicate a compelling vision. 1.0 Edit My leadership helps this organization to thrive. 1.0 Edit I help people learn, improve, and change. 2.0 Edit I am aggressive.

2.0 Edit I personally search for meaning. 1.0 Edit I adopt others’ points of view so as not to disappoint them. 1.0 Edit I reduce activities that waste resources. 1.5 Edit I create common ground for agreement. 2.0 Edit I redesign the system to solve multiple problems simultaneously.

1.5 Edit I am passive. 3.5 Edit I am a perfectionist. 3.0 Edit I am proficient at achieving high quality results on key initiatives. 3.5 Edit I lead in a manner that is completely aligned with my values. 3.5 Edit I articulate a vision that creates alignment within the organization.

2.0 Edit I am aloof. 3.0 Edit I strive for continuous improvement. 2.5 Edit I pursue results at the expense of people. 1.5 Edit I have a firm grasp of the market place dynamics. 1.0 Edit I balance 'bottom line' results with other organizational goals.

3.0 Edit I am compassionate. 2.0 Edit I am hard to get to know. 4.0 Edit I need to perform flawlessly. 2.5 Edit I believe to feel good, one must constantly move up. 1.0 Edit I am a good role model for the vision I espouse.

2.0 Edit I accurately anticipate future consequences to current action. 2.5 Edit I balance short-term results with long-term organizational health. 2.0 Edit I am quick to seize opportunities upon noticing them. 2.0 Edit I find enough time for personal reflection. 2.0 Edit I make the tough decisions when required.

3.0 Edit I take responsibility for my part of relationship problems. 3.0 Edit I am a gifted strategist. 2.0 Edit I am excessively ambitious. 2.0 Edit I believe average is definitely not good enough. 2.0 Edit I expect extremely high standards of others.

1.5 Edit I balance work and personal life. 2.0 Edit I promote high levels of teamwork through my leadership style. 3.0 Edit I surface the issues others are reluctant to talk about. 2.5 Edit I am arrogant. 1.0 Edit I am a workaholic.

1.0 Edit I hurt people's feelings. 4.0 Edit I handle stress and pressure very well. 2.5 Edit I investigate the deeper reality that lies behind events/circumstances. 2.0 Edit I learn from mistakes. 3.0 Edit Overall, I provide very effective leadership.

3.0 Edit I am critical of myself when things don’t go as well as expected. 3.0 Edit I am courageous in meetings. 2.5 Edit I lack passion. 3.0 Edit I pursue results with drive and energy. 2.5 Edit I am an example of an ideal leader.

2.5 Edit I exhibit personal behavior consistent with my values. 3.0 Edit I speak directly even on controversial issues. 2.5 Edit I directly address issues that get in the way of team performance. 2.0 Edit I am conservative. 3.0 Edit I balance community welfare with short-term profitability.

2.0 Edit I see the integration between all parts of the system. 2.5 Edit I am a people builder/developer. 2.5 Edit I provide strategic direction that is thoroughly thought through. 2.0 Edit I form warm and caring relationships. 3.0 Edit I work too hard for others’ acceptance.

2.0 Edit I am sarcastic and/or cynical. 4.0 Edit I need to excel in every situation. 2.0 Edit I focus in quickly on the key issues. 3.0 Edit I am an efficient decision maker. 3.0 Edit I try too hard to conform to the group’s rules/norms.

2.5 Edit I tend to control others. 2.0 Edit I am critical. 4.0 Edit I try to please others by going along to get along. 2.5 Edit I play it too safe. 3.0 Edit I conform to rules.

2.5 Edit I am the kind of leader that others should aspire to become. 2.0 Edit I have to get my own way. 2.0 Edit I hold to my values during good and bad times. 3.5 Edit I am overly conservative. 3.0 Edit I remain standoffish.

3.0 Edit I need the approval of others. 2.0 Edit I stress the role of the organization as corporate citizen. 2.0 Edit I try to do everything perfectly well. 3.0 Edit I drive myself excessively hard. 2.0 Edit In a conflict, I accurately restate the opinions of others.

2.0 Edit I display a high degree of skill in resolving conflict. 3.0 Edit I examine the assumptions that lay behind my actions. 2.0 Edit I allocate resources appropriately so as not to use people up. 2.5 Edit I need to be accepted by others. 2.0 Edit I evolve organizational systems until they produce envisioned results.

2.5 Edit I lack drive. 3.0 Edit I make decisions in a timely manner. 3.0 Edit I negotiate for the best interest of both parties. 2.5 Edit I inspire others with vision. 2.5 Edit I act with humility.

3.0 Edit I dictate rather than influence what others do. 2.0 Edit I listen openly to criticism and ask questions to further understand. 2.0 Edit I follow conventional ways of doing things. 2.0 Edit I provide strategic vision for the organization. 2.5 Edit I try too hard to be the best at everything I take on.

2.0 Edit I establish a strategic direction that helps the organization to thrive. 2.0 Edit I work to find common ground. 2.5 Edit I lead in ways that others say, 'we did it ourselves.' 2.0 Edit I create a positive climate that supports people doing their best. 2.5 Edit I connect deeply with others. 2.0 Edit I push myself too hard.

2.0 Edit I am composed under pressure. 3.0 Edit I worry about others' judgment. 2.0 Edit Need Help? Next Section Attention! You have been inactive and you will be automatically logged out in 5:00 minutes. Would you like more time? More time Logout Attention! You have been inactive and you will be automatically logged out in 5:00 minutes. Would you like more time? More time Logout Lourde · My Account · Logout Section 2 of 2 Review & Continue Review your answers to the The Leadership Circle Profile: Self-Assessment. Change any answer by clicking on it. Your survey is almost complete. Please review your answers. Finish Your Survey 1. Overall, he/she provides very effective leadership. 3.0 Edit 2. He/she is a good role model for the vision he/she espouses. 3.0 Edit 3. On questions that describe positive qualities, how often are you likely to rate this person a 4 or higher on the above scale? 3.0 Edit 4. He/she is an example of an ideal leader. 3.0 Edit 5. On questions that describe positive qualities, what is the highest rating you are likely to give on the above scale? 3.0 Edit 6. He/she promotes high levels of teamwork through his/her leadership style. 3.0 Edit Attention! You have beeninactive and you will be automatically logged out in 5:00 minutes. Would you like more time? More time Logout 40 Portuguese English

Sample Paper For Above instruction

The Leadership Circle Self-Assessment provides a comprehensive evaluation of leadership qualities, encompassing both strengths and areas for development. Effective leadership is multifaceted and requires continuous self-awareness and growth. Based on the responses from the assessment, it is evident that leadership effectiveness hinges on a combination of strategic vision, emotional intelligence, personal integrity, and the ability to motivate and develop others.

Firstly, strategic vision is a critical component of effective leadership. Leaders who integrate multiple streams of information and create coherent strategies demonstrate higher levels of effectiveness. As indicated in the assessment, responses show competence in integrating diverse data and attending to the long-term impact of decisions, reflecting the importance of a future-oriented outlook. However, some responses suggest a need for improvement in breaking down silos and fostering systemic thinking across organizational levels, which is essential for alignment and organizational agility (Nadler & Tushman, 1999).

Emotional intelligence is equally vital. Leaders who exhibit self-awareness, empathy, and emotional regulation are better equipped to handle difficult situations and influence their teams positively. The assessment indicates varying levels of emotional Distance and self-centered behaviors, highlighting areas for potential growth. Successful leaders demonstrate humility and active listening, thereby building trust and fostering collaborative environments (Goleman, 1998). Developing these skills can enhance followers’ engagement and commitment.

Personal integrity and consistency with core values influence credibility and trustworthiness. The assessment responses reveal a tendency toward perfectionism and high standards, which, while admirable, may also lead to stress and burnout if not managed carefully. Cultivating resilience and maintaining work-life balance are necessary to sustain high performance over time (Schein, 2010). Leaders must demonstrate authenticity and act in alignment with their stated values to inspire confidence and ethical behavior within their organizations.

The ability to motivate and develop others is another pillar of effective leadership. Responses suggest leaders who provide constructive feedback and promote teamwork exhibit high potential for fostering growth within their teams. Developing coaching skills and emotional support systems encourages continuous learning and adaptation (Kouzes & Posner, 2017). Engaging followers through shared vision and empowerment creates a motivated workforce aligned with organizational goals.

Leadership effectiveness also depends on personal qualities such as resilience, adaptability, and humility. The assessment indicates mixed responses concerning stress management and openness to criticism, underlining the importance of cultivating psychological resilience. Leaders who remain composed under pressure and seek feedback demonstrate stronger influence and credibility (Yukl, 2010). Fostering a growth mindset enables leaders to view challenges as opportunities for improvement, promoting a culture of continuous development.

In conclusion, the Leadership Circle Self-Assessment underscores that effective leadership is a balanced blend of strategic acumen, emotional intelligence, integrity, and people development. While strengths such as strategic thinking and dedication to organizational success are evident, ongoing focus on emotional competencies and resilience will further enhance leadership impact. Organisations benefit most when leaders continuously evaluate and refine these attributes, fostering a culture of authentic and transformational leadership (Avolio & Gardner, 2005).

References

• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive leadership behavior. The Leadership Quarterly, 16(3), 315-338.
• Goleman, D. (1998). Working with emotional intelligence. Bantam Books.
• Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations. John Wiley & Sons.
• Nadler, D. A., & Tushman, M. L. (1999). The organization of the future: Strategic architecture and design. California Management Review, 41(6), 8-20.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
• Yukl, G. (2010). Leadership in organizations (7th ed.). Pearson.