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Shakira Ford
Capstone Self-Assessment Paper
Siena Heights University
02/21/16

In the transactional leadership, transformational leadership behaviors and

transformational leadership characteristics my self-assessment and the observer feedback scores
were higher than average when compared to the group. My self-assessment scores however, were
consistently higher than my observer's feedback scores by approximately three points with the
exception of the category of transactional leadership for which my assessment was markedly
higher by approximately twelve points. The lowest group scores were between ten and fifteen
points lower than my own. In the areas of capable management and reward equity my selfassessment was at least ten points higher in both areas as well as higher overall. Transformational
leadership behaviors such as communication, credible and caring leadership reveal in my selfassessment a lower score than the feedback from my observers, in the area of enabling leadership
however; my assessment was higher by twenty points. The results of the transformational
leadership characteristics assessment revealed an average self-assessment of three points higher
than observer feedback in the areas of follower-centered leadership, visionary leadership, culture
building leadership and overall rating; however, the confident leadership measurement was
higher in my self-assessment than in the observer's evaluation. The results were somewhat
surprising and allowed me to see several areas in which I have the opportunity to improve and
grow.
Reflection on Leader-Follower Assessment Results
The results of my feedback suggest that I am confident and willing to be a follower as
well as a leader. However, judging by the differences between my self-assessment and observer's
assessments as well as the group averages in some areas I may be overconfident in my abilities
as a leader. My ability to be a follower centered leader is not as high as I felt it was. It is possible

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that I am not able to perceive of myself as similar to my followers or my leadership style in this
area might be more transactional in nature. My ability to find the similarities between myself as a
leader and my potential followers may be deficient (Felfe & Schyns, 2004, p. 92-102).
The transformational leadership theory places an emphasis on satisfying the needs and
desires of the subordinate though inspiring them to create a better workplace through innovative
solutions. The four dimensions that were identified to accomplish this are the leader's ability to
have an idealized influence over the follower, to intellectually stimulate, inspirationally motivate
and provide consideration to each individual. As a result a leader-follower relationship and a
shared vision develop. Employees are empowered, supported and they are stimulated to be more
innovative toward that shared vision. The dimensions of this relationship create effective
leadership grounded in the management of intellectual capital within an organization. My
visionary leadership ability is shown through the assessments to be strong and grounded in the
essential core concepts of the transformational leadership theory (Ghasabeh, Soosay, & Reaiche,
2015, pp. 459-467).
Similarities between the Self-Assessment and Feedback
My self-evaluation in almost every category was higher than that of my observers,
usually by approximately three points, with two notable exceptions. My self-evaluation in the
area of enabling leadership was markedly higher by twenty points and twelve points higher in the
area of transactional leadership. This was surprising and could mean that I am a more controlling
and less flexible then I have been able to admit to myself.
Research shows that the subordinates' personality may have an impact on leadership
performance. In this case I question the possible that the personalities of the observers may have
had an impact on their perception. Some studies show that subordinates -in this case those

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observers who are considered to be feeling-extroverts provide higher ratings than
subordinates/observers who are thinking-introverts (Hautala, 2005, p. 84-92).
Researchers report an extensive connection between the leader-follower performance and
follower satisfaction. Ideally this connection should be fostered by trust and respect, but it can
develop through unstable surroundings or a common enemy. Perceived similarity from a
follower or leader's perspective can be based on limited characteristics or what is often referred
to as surface-level similarities such as circumstances or gender and lead to incorrect ratings and
inadequate assessments (Wolfram & Mohr, 2009, p. 260-274).
Weaknesses
My greatest weakness could be my inability to evaluate myself as accurately as possible,
I expected some differences, but apparently I do not know myself as well as I thought I did. The
macro-level process in transformational leadership changes social systems and has an impact on
reforming institutions through a micro process in which leaders and followers motivate one
another to rise to a higher moral level. The process develops trust and loyalty which inspires
subordinates to perform beyond what is expected of them. One area of weakness I see is in the
motivational process and communication style (Krishnan & Arora, 2008, p. 34-43).
The mental programming with which to interact with various cultures is acquired early in
childhood and an individual needs exposure to multiple cultures in order to appreciate them.
Thus another weakness I have discovered is in a self-assessed perspective regarding cultural
values which affects my transformational leadership behaviors. Changing an organizational
culture is a complicated process involving the relationship between leadership and numerous
levels of culture. Leadership involves appreciation of many dimensions of culture and the

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resultant beliefs, behaviors and practices, but it is an area which is easily addressed and
improved upon (Mancheno-Smoak, Endres, Potak, & Athanasaw, 2009, p. 9).
This leadership style is uniquely suited to operating successfully in the global market, an
area in which a high level of confidence is necessary which I display in my assessments, along
with cultural knowledge and understanding, an area for which my current skill could be
somewhat lacking. In the global market the convergence of various societies to form a cultural,
economic and political pattern that encourages global trade often places more emphasis on the
purpose of rather than the relationship between the cultures. In business it is common to
prioritize the business relationship over the relationship between leader-follower which could
account for the cultural aspects of my assessment. The assessment focused on leader-subordinate
relationships rather than leader-global business entity relationships which are vastly different.
One weakness identified from this analysis is that I may allow my focus to shift unintentionally
from relationship and leadership method to business practice which will require a change in habit
(Ghasabeh, Soosay, & Reaiche, 2015, pp. 459-467).
In the transformational leadership model the quality of trust is complex and extremely
important. It was examined in a field study that included 209 leader-follower relationships and
was found to influence behavior on both the part of the leader and the follower and it is at the
heart of the relationship. It was proven to be necessary to sustain both individual and
organizational effectiveness. In their leadership position as role models transformational leaders
need to prove they are willing to persevere and make sacrifices to achieve their common goal as
well as encourage followers to think independently both of which help to build trust in their
relationship. When a leader needs to expose a follower/subordinate to a new role, an unfamiliar
circumstance or environment the effect can be stressful, frustrating and fear inducing, but if the

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bonds of trust are strong these negative feelings and consequences can be alleviated. Trust is an
area that could have played a larger part in the assessments. In the absence of specific self and
observer assessment it would need to be considered a weakness (Goodwin, Whittington, Murray,
& Nichols, 2011, p. 409).
Strengths
Emotional intelligence as it is related to transformational leadership behaviors such as
empathy and self-confidence are at the core of the visionary ideology of this leadership style and
I would like to think these are my greatest strengths. This characteristic has been said to be what
distinguishes great leaders from average leaders. This is one of the most important skills a
transformational leader utilizes to foster the trust that allows them to mentor their followers, to
encourage learning and individual development that leads to achievement. Another of my
strengths is as a role model, I believe I have the ability to provide the right challenge and inspire
the right emotion, influence and intellectual stimulation. My level of confidence allows me to act
on my values, beliefs and ideals as well as to address the needs and concerns of followers. In
utilizing my skill to provide socio-emotional support I believe I have the ability to empower and
inspire my followers to the extent that it helps them to think creatively, challenge themselves,
participate intellectually, take risks and achieve their desired goals (Harms & Crede, 2010, p. 517).
The transformational leadership style has been proven to have a positive impact on
performance and effectiveness in leadership. In this leadership style the leader attempts to
change their environment and engage their followers in a way that motivates them to a higher
level which my assessment indicates I have the confidence and perhaps even a level of charisma
to accomplish. This level of leadership is significant as a behavioral predictor because the leader

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inspires the follower/subordinate to perform with a higher moral purpose and treat others with
more respect. The leader becomes the role model, but the follower/subordinates are empowered
by them rather than dependent on them through a shared vision, challenges, higher standards and
respect. Learning to support the individual goals and needs of their subordinates encourages
development of a trust-based relationship which results in a high level of loyalty. This highly
effective and idealistic leadership approach influences, inspires, motivates and provides
intellectual stimulation to followers (Lawlor, Batchelor, & Abston, 2015, p.p. 28-48).
Transformational leadership has been shown to have a positive effect on the individual
attitude and performance as well as a cumulatively positive effect on an organization. Leaders
persuade followers in ways that increase their self-efficacy by increasing their value
internalization and facilitating social identification and that requires a high level of confidence
which is revealed in my assessments, I believe I can be effective at this level. The framework of
one popular model suggests that organizational identification is a function of a how a follower or
subordinate defines themselves, their sense of importance which is a result of their core values,
beliefs and knowledge along with their traits, skills and abilities. The charismatically influential
transformational leader has the ability to increase the follower's sense of self-importance,
develop in them the attitude that their work is important, their skills valuable and they have
potential. With the skill to instill this empowering attitude within employees or followers through
the efforts of my leadership skills will also create loyalty. Leaders who display confidence,
visionary insight and follower-centered ability set high standards of moral and ethical conduct
for subordinates and are known to be more effective motivators who can achieve greater
performance outcomes (Zhu, Sosik, Riggio, & Yang, 2012, p. 186).

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My personal strengths combine with my leadership skills to support my behaviors. My
beliefs which coordinate with the core of transitional leadership along with my ability to see the
potential in people, to help empower and inspire them strengthens my own abilities. Motivating
others to achieve their goals strengthens my leadership abilities and skills which empowers me to
leverage my abilities in my career. The stronger my skills become, the more I can motivate
others to achieve the goals of a future employer in any capacity.
Enhancing Strengths and Developing Opportunities
Through my coursework I have compiled theories and questions that I will now take the
opportunity to research and develop further. In this process I will be able to strengthen my
research and writing skills to benefit my academic work. My coursework will also enable me to
fully develop a resume that will highlight my skills and abilities, detail the required
competencies and reflect a clear understanding of my potential and career goals and align this
with the mission and structure of the organization to which I will apply. It will also be possible
for me to expand my skills as well as to develop my own potential. My academic work will
support the achievement of my career goals and leverage my strengths.
Many researchers have concluded that effective leadership is impossible without clear
moral direction. The moral component of transformational leadership is based upon the leader's
spiritual foundation. Whereas transformational leaders draw upon their integrity to motivate and
lift the moral of followers transactional leaders speak to the self-interests and immediate needs of
their followers through reward based motivation. The essence of transformational leadership is
the leader's ability to motivate people to accomplish goals with the same commitment as if the
goals were their own, to adopt a shared vision. To accomplish this I will rely on my ability to be
persuasive and communicate moral direction (Hinds, 2005, p. 124).

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Although the results of both my self-assessment and the feedback from my observer's
assessments were valuable it seems that that there is more to be explored and deeper levels to be
assessed. This experience has impressed upon me the value and importance of self-evaluation
and feedback. In the future I will continue to utilize these types of tools to improve not only my
skills, but my understanding of them.

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References

Felfe, J., & Schyns, B. (2004). Is similarity in leadership related to organizational outcomes?
The case of transformational leadership. Journal of Leadership & Organizational
Studies, 10(4), 92-102. doi:10.1177/107179190401000407
Ghasabeh, M. S., Soosay, C., & Reaiche, C. (2015). The emerging role of transformational
leadership. The Journal of Developing Areas, 49(6), 459-467.
doi:10.1353/jda.2015.0090
Goodwin, V. L., Whittington, J. L., Murray, B., & Nichols, T. (2011). Moderator or mediator?
Examining the role of trust in the transformational leadership paradigm. Journal of
Managerial Issues, 23(4), 409. Retrieved from https://www.questia.com/read/1G1284323308/moderator-or-mediator-examining-the-role-of-trust
Harms, P., & Crede, M. (2010). Emotional intelligence and transformational and transactional
leadership: A meta-analysis. Journal of Leadership & Organizational Studies, 17(1), 517. doi:10.1177/1548051809350894
Hautala, T. (2005). The effects of subordinates' personality on appraisals of transformational
leadership. Journal of Leadership & Organizational Studies, 11(4), 84-92.
doi:10.1177/107179190501100407
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Krishnan, V. R., & Arora, P. (2008). Determinants of transformational leadership and
organizational citizenship behavior. Asia-Pacific Journal of Management Research and
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