1.

Chapter 2 –

Rater 1 Rater 2 Rater 3 Rater 4 Rater 5 AVERAG Self High Low

E

1 Articulate 5 4 5 5 5 4.80 5 HIGH -

2 Perceptive 4 5 5 4 5 4.60 5 HIGH -

3 Self-Confident 3 4 4 4 5 4.00 4 - -

4 Self-Assured 4 3 4 4 5 4.00 3 - LOW

5 Persistent 4 5 4 5 5 4.60 5 HIGH -

6 Determined 5 4 4 5 5 4.60 5 HIGH -

7 Trustworthy 5 5 5 5 5 5.00 5 - -

8 Dependable 5 5 5 5 5 5.00 5 - -

9 Friendly 5 5 5 5 5 5.00 5 - -

10 Outgoing 5 5 5 5 5 5.00 5 - -

11 Conscientious 5 5 5 5 5 5.00 5 - -

12 Diligent 5 5 5 5 5 5.00 5 - -

13 Sensitive 5 5 5 5 5 5.00 5 - -

14 Empathic 5 5 5 5 5 5.00 5 - -

Overall, I think that I have a good perception of self – generally I try to be as self-reflective as possible and I am
always looking for feedback. For that reason, a lot of my scores were either the same as what I was rated by
others or +/- 1. I did rate myself higher than one person on articulate and then higher than two people on
perceptive. I believe the reason my own score differed from that of my colleagues is because from my
perspective, I am being clear since I am coming from a place where I already understand what I am
communicating, whereas others don’t. I need to work on being more flexible in my communication style and
my ability to explain things from different viewpoints depending on my audience. As far as being perceptive, I
can be very indecisive (which my colleagues often witness in the office) for the smallest of things. Conversely, I
am decisive when it comes to larger or more important things, especially when they affect others. Lastly, I rated
myself lower in self-confidence and self-assured because I do tend to second guess myself a lot. Although I am
great at hiding this since I approach things with confidence, it is something that I struggle with regularly and am
working on.
Chapter 3 -

Rating
1 I enjoy getting into the details of how things work. 5
2 As a rule, adapting ideas to people’s needs is easy for me. 4
3 I enjoy working with abstract ideas. 5
4 Technical things fascinate me. 4
5 Being able to understand others is the most important part of my work. 5
6 Seeing the big picture comes easy for me. 5
7 One of my skills is being good at making things work. 5
8 My main concern is to have a supportive communication climate. 4
9 I am intrigued by complex organizational problems. 5
10 Following directions and filling out forms comes easily for me. 5
11 Understanding the social fabric of the organization is important to me. 4
12 I would enjoy working out strategies for my organization’s growth. 4
13 I am good at completing the things I’ve been assigned to do. 5
14 Getting all parties to work together is a challenge I enjoy. 4
15 Creating a mission statement is rewarding work. 3
16 I understand how to do the basic things required of me. 5
17 I am concerned with how my decisions affect the lives of others. 5
18 Thinking about organizational values and philosophy appeals to me. 4

The scoring assessment calculated my numbers as shown below – they are all within the ‘high’ range:
Total scores: Technical skill – 29
Human skill – 26
Conceptual skill – 26
Based on the scoring interpretation, I scored within the ‘high range’. It seems that I may be suited for any of the three
management levels given the distribution of my scores. In lower management, both technical and human skills are
important. In middle management, all 3 scores are equally relevant; whereas, for upper management – human skills and
conceptual skills are important and technical skills are not as relevant. This reinforces my goals to move up in my career –
currently I am developing myself to become a Senior HR Business Partner. This evaluation helped me to clarify which
skills I should focus more on developing. I also appreciate that I am able to target the specific areas that make up each
category. This has taught me to focus less on technical skills (which I am most comfortable with) and concentrate more on
sharpening my human conceptual skills and increase my chances of moving up to and being successful in an upper
management role.
Chapter 4 –

Rating
1 Tells group members what they are supposed to do. 4
2 Acts friendly with members of the group. 5
3 Sets standards of performance for group members. 4
4 Helps others in the group feel comfortable. 5
5 Makes suggestions about how to solve problems. 5
6 Responds favorably to suggestions made by others. 5
7 Makes his or her perspective clear to others. 5
8 Treats others fairly. 5
9 Develops a plan of action for the group. 5
10 Behaves in a predictable manner toward group members. 5
11 Defines role responsibilities for each group member. 4
12 Communicates actively with group members. 5
13 Clarifies his or her own role within the group. 5
14 Shows concern for the well-being of others. 5
15 Provides a plan for how the work is to be done. 5
16 Shows flexibility in making decisions. 5
17 Provides criteria for what is expected of the group. 4
18 Discloses thoughts and feelings to group members. 3
19 Encourages group members to do high-quality work. 5
20 Helps group members get along with each other. 5

The scores I received were as follows – they are both within the ‘very high range’:
Task – 46
Relationship – 48

Chapter 6 –
 1 I let followers know what is expected of them. 7
2 I maintain a friendly working relationship with followers. 7
3 I consult with followers when facing a problem. 6
4 I listen receptively to followers’ ideas and suggestions. 7
5 I inform followers about what needs to be done and how it needs to be done. 7
6 I let followers know that I expect them to perform at their highest level. 7
7 I act without consulting my followers. 7
8 I do little things to make it pleasant to be a member of the group. 7
9 I ask followers to follow standard rules and regulations. 7
10 I set goals for followers’ performance that are quite challenging. 6
11 I say things that hurt followers’ personal feelings. 7
12 I ask for suggestions from followers concerning how to carry out assignments. 6
13 I encourage continual improvement in followers’ performance. 7
14 I explain the level of performance that is expected of followers. 7
15 I help followers overcome problems that stop them from carrying out their tasks. 7
16 I show that I have doubts about followers’ ability to meet most objectives. 7
17 I ask followers for suggestions on what assignments should be made. 5
18 I give vague explanations of what is expected of followers on the job. 7
19 I consistently set challenging goals for followers to attain. 6
20 I behave in a manner that is thoughtful of followers’ personal needs. 7

The scores I received were as follows – they are all within the ‘high’ range.
Directive style: 35
Supportive style: 35
Participative style: 31
Achievement-oriented style: 33

2. –

Based on the score interpretation of the Leadership Behavior Questionnaire, I scored in the ‘very high range’. This means
I am both task oriented and people oriented when in a leadership position. I tend to help the team by being clear about
expectations as well as roles in order for us to be as successful as possible in our goals. I am also very outgoing which
makes me people oriented. This helps when I am in a leadership position because people want to feel appreciated and
heard – when people feel that way they are more likely to produce quality work. This interpretation helped me to clearly
evaluate my leadership style and also reinforced my perception of my leadership type. I try to be as situational as possible;
sometimes people are having a bad day, or the team members I have are more independent so there is no need to tell them
what to do. Knowing when to modify is helpful in managing different personality styles which there are many of at my
organization.

Based on the scoring interpretation for the Path-Goal Leadership Questionnaire, I scored within the ‘high range’ for all 4
styles of leadership. I believe that this is because I am very intentional in my management style and do my best to
understand and fill the gaps in my team. I also try to follow the basic rule of thumb, treating others how I would like to be
treated. Being understanding, transparent and inclusive, makes staff feel valued and motivates them to do great work. The
score that I received reinforced what I have previously been told regarding my way of managing. This also gives me an
idea of specific items that can be worked on moving forward to help guide and coach staff to be both productive and
successful. Although I did score in the high range, there are always competencies to be worked on to better my leadership
skills.

3. –

Each of the assessments enabled me to inflect on both my competencies and short comings in the context of leadership.
Although all of the assessments sought to evaluate me from a different angle, they all provided insight into the different
facets that make up a leader. I plan to further review the results as I continue to develop my leadership skills so that I can
hone in on those that need improvement. For example, from the Leadership Trait Questionnaire, I will target self-
confidence and self-assuredness so that I can approach varied situations with confidence and successfully lead my team. I
can apply the results from the skills assessment to further develop my human and conceptual skills. I also think that my
position as an HR Business Partner positions me perfectly to work on all of the above skills/styles since I deal with varied
personality styles and management levels on daily basis.