Various parameters are sought after by employers to promote human resource mobilization. Such parameters include carrying out random employees’ aptitude tests, assessment based on the content on the curriculum vitae, and practical interview sessions. The authentic leadership self-assessment trait questionnaire is such a tool. It provides a framework for the evaluation of an individual’s leadership ability based on certain pre-formulated but fluid criterion. Self-assessment helps a person to comprehend his or her abilities, management skills, and limits in society and at the workplace.
Explain the Scores you Received on the ALSQ
Score: 13- weak authentic leadership.
The indicated shows that I am an excellent communicator but lack the authority required to lead a team. Therefore, I can communicate with ease but I do not have confidence required to support the decisions I make. My non-aggressive and non-ambitious attitude does not allow me to engage in competitive displays. I believe that I deserve all that comes my way and therefore limit my efforts towards those which I believe, require minimal input.
Internalized Moral Perspective
Score: 15 – strong authentic leadership
Generally, I excel at forming and keeping good relations. Society molds individuals while family customizes them. My ardent desire to instill proper values in my family and setting the right standards of mannerisms for them to emulate drives me uphold certain values. As such, I am certain that my social and moral duties take precedence over any other factors in my leadership practicum. Siegling argues that society molds individual characters and that Individuals with subservience to society tend to forget about their own interests and instead work towards ensuring the general societal good(Siegling, Nielsen, & Petrides, 2014). I embellish such tendencies to improve my rating among my peers, colleagues, and bosses at the work place
Score: 12- weak authentic leadership
I am terrible at keeping non-professional relations. I am also inclined to expect a lot from those I work with and those I interact with. I expect them to embellish sensitivity to others’ welfare as I do to theirs. As such I limit my persistence when imploring for favors because I believe in friendship and sobriety when approaching issues.
Score: 17-Strong Authentic Leadership
Attachments to family and my role in society have ensured my mindfulness of the welfare of others at the workplace in terms of loss, pain, and grief. Failing to be empathetic is tantamount to the alienation from humanity in part or totality. Even though I play my role in the team sufficiently, I do not do more than what is expected of me. However, the tasks assigned to me are completed appropriately and on time.
Describe your Perception of the Accuracy of These Measures
The results of the authentic leadership self-assessment trait questionnaire are subject to bias heralded by several factors, including intentional altering of behavior to suit a certain purpose at the workplace and social pressure that could inadvertently influence willful behavior modifications among others. The nature of job or designation at the workplace could alienate an individual from colleagues hence produce inconsistent results upon evaluation (Tepper & Percy, 1994). Northhouse points out that there exists no clear divide between one’s job and their individuality. Notably, the individual’s character often plays a major role in influencing the job they land, especially when the designation is management portfolio (Northhouse, 2013). As such, considering the mentioned factors could help to come up with a more accurate assessment
Effective leadership calls for sobriety and striking of a balance among the aforementioned leadership parameters. For instance empathetic leadership waters down authority at the workplace. On the other hand, the lack of empathy and high handedness incites rebellion from members of staff.
Northhouse, P., 6th Edition, (2013). Leadership theory and practice. SAGE Publications, Inc.
Siegling, A. B., Nielsen, C., & Petrides, K. V. (2014). Trait emotional intelligence and leadership in a European multinational company. Personality and individual Differences, 65, 65-68.
Tepper, B. J., & Percy, P. M. (1994). Structural validity of the multifactor leadership Questionnaire. Journal of Educational and Psychological Measurement, 54 (3), ß734-744.