RUNNING HEAD: TLP Assessment 1

TLP Assessment
Grace Howrigon
Capstone LDR695
Professor David Lucas
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Introduction

This assessment was really a great way to conclude my degree. I believe so strongly in

the concept of self-reflecting and the feedback from my peers, family, friends, etc. This

experience gives me a sense of humility; it is bigger than me. I trust the people in my life who I

keep close. What these people think about my leadership style, about my character, my integrity,

my ability to motivate and so much more - it matters to me. I am not one to sit here and say I do

not care what these people perceive me as. I do. I also care deeply about how I perceive myself.

Which is why these types of experiments and assessments are so crucial to our self-growth. In

order to grow you must first know where you started from. To me, having the knowledge of who

I am, what I bring to the table, what I am good at, poor at, the list goes on; these qualities are

what propel me every day toward being a better version of myself.

Assessments

I have always imagined myself as a leader. Always. Whether in sport, with my peers, in

class, whatever it may be. I have always pushed myself to be a positive voice and one that not

only preaches it, but does it as well. This assessment shed some light on how those around me

and myself perceive who I am in leadership.

Here are my overall scores:

Self-Assessment

I. Transactional Leadership - 54.28 (score)

II. Transformational Leadership Behaviors - 56.39 (score)
III. Transformational Leadership Characteristics - 50.51 (score)
Observers

I. Transactional Leadership - 53.93 (score)

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II. Transformational Leadership Behaviors - 53.49 (score)

III. Transformational Leadership Characteristics - 51.24 (score)
Now at first glance, these numbers rather scared me. As you can see, I view myself as a

transformational leader. My scores all really led to that end number there being the highest at

56.39. When I think transformational, I think an environment where “leaders and their followers

raise one another to higher levels of morality and motivation” (Tools, 2017). Transformational

represents what I believe in; inclusivity. A transformational leader is a model of integrity and

fairness, this leader sets clear goals, they have high expectations, encourage those around them to

have and use their voice toward the common goal, they provide support, they provide

constructive criticism, they reach the emotions of people, they inspire people to reach the

‘impossible’ (Tools, 2017). This is how I view myself as a leader.

What was interesting to me and something that has led me to more self-reflection is the

numbers of my observers. My overall scores were quite close, transformational at 53.49 and

transactional a little higher with 53.93. A transactional leader is “a leader who values order and

structure, someone who focuses on results, who conforms to the existing structure of an

organization, someone who appreciates routine, someone who puts emphasis on managing the

performance of the individual and determining how well he or she performs in a structured

environment” (Spahr, 2014). So when I got the results and saw that my observers viewed me

even slightly more of this type of leader than the latter, I was surprised nonetheless. This is not to

say that one is better than the other, but when you do an experiment like this it really shows you

some of the perceptions around you and maybe areas in which you need to grow. This led me to

further conclusions when we broke the results down even further.

Transactional Leadership
Self Assessment
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I. Capable Management - 57.23 (score)

II. Reward Equity - 51.33 (score)
III. Overall - 54.28 (score)
Transactional Leadership
Observer’s Assessment
I. Capable Management - 51.95 (score)
II. Reward Equity - 55.92 (score)
III. Overall 53.93 (score)
This section was interesting to me in that both myself and my observer’s found I do these

things more than half of the time. Both my observer’s and myself feel that I am capable to

manage the people around me. I feel that I am not a micromanager, yet I am one to lay out clear

and concise directions which will help individuals accomplish the goal if followed accurately. I

also believe that if achieved, reward is deserved. Reward equity is, essentially, the degree to

which the leader sets up constructive transactions or exchanges with followers: The leader

clarifies expectations and establishes the rewards for meeting these expectations (Judge, 2004).

Often times, this gives incentive. While I wish that incentive weren’t always needed in order to

fulfill a responsibility, sometimes it is that motivating factor that is the determining factor in a

job done well and a job done great; “Reward leadership is “reasonably effective” because setting

clear expectations and goals and rewarding followers for goal attainment are likely motivating to

a certain point” (Avolio, 1999).

Transformational Leadership
Behaviors - Self Assessment
I. Leadership Communication - 39.53 (score)
II. Credible Leadership - 60.01 (score)
III. Caring Leadership - 68.87 (score)
IV. Enabling Leadership - 57.15 (score)
V. Overall - 56.39 (score)
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Transformational Leadership
Behaviors - Observer’s Assessment
I. Leadership Communication - 39.53 (score)
II. Credible Leadership - 60.01 (score)
III. Caring Leadership - 68.87 (score)
IV. Enabling Leadership - 57.15 (score)
V. Overall - 56.39 (score)

These results showed me through my own eyes and others’ that I am both credible and

caring in my leadership. Two things that, to me, are so crucial in leading others. It is important to

be viewed as credible, otherwise no one will take what you say seriously. If you are not credible,

how heavy does your word really resonate with those around you? To care is to connect. “People

don’t care how much you know until they know how much you care” (Maxwell, John). One

thing that really caught my attention is my communication score. This is something that I really

pride myself on and up until this point, I have really believed I do a great job at portraying my

message. Clearly, I have room to grow in this area. I believe I deal with confrontation just fine,

but maybe this is stemming from the thought that “It’s not what you say but rather how you say

it.” Could this be where the 39.53 is coming from? I know I connect with the people around me,

but what am I not giving them in communication? More detail? More direction? This is

something that I am really going to sit and think about before this school year and season begin.

Communication is often defined as “the sending and receiving of messages in the form of verbal

and nonverbal symbols to generate meaning” (Hackman and Johnson, 1991); this is something

that I now know, I need to focus on. Nonverbal communication is such a clear display to your

peers and individuals around you, that maybe I just have not realized the messages I am sending.

I will make a point to pay attention to this in my leadership style.

Transformational Leadership
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Characteristics - Self Assessment

I. Confident Leadership - 68.60 (score)
II. Follower Centered Leadership - 38.80 (score)
III. Visionary Leadership - 38.52 (score)
IV. Culture Building Leadership - 56.13 (score)
V. Overall - 50.51 (score)
Transformational Leadership
Characteristics - Observer’s Assessment
I. Confident Leadership - 68.67 (score)
II. Follower Centered Leadership - 41.08 (score)
III. Visionary Leadership - 41.69 (score)
IV. Culture Building Leadership - 53.50 (score)
V. Overall - 51.24 (score)

These scores really portrayed two of the things that I hold so close to me: confidence and

culture. I believe confidence is a necessity as a leader; again it goes back to the idea of being

credible. Having a certain type of confidence in self as a leader is an indicator to your followers

that you know you are able to lead the ship, or you are confident that the end goal can be

reached. I believe it is so necessary for those around you to view you as a credible and confident

leader. When they have faith and trust in you, they are that more apt to do whatever it is you

need from them. Culture is my priority in anything I do. Your group is nothing without a culture,

an identity. To know who you are is a solid place to start. Culture includes expectations, rules,

regulations, a feeling of value, a place where one wants to be, a sense of inclusiveness, the list

goes on. Culture is Queen. A transformational leader establishes culture in their followers, and

thus, creates an atmosphere where these followers are that much more satisfied with their leaders

and their jobs overall (Bass, 1999). Transformational leadership appears to produce higher
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performance at the group (Sosik, Avoloio & Kahai, 1997) and organization or business unit

(Howell & Avolio, 1993) levels as well.

Growth

Overall, this was such an awesome experiment for me, especially in the conclusion of

Graduate School. It is really neat to see everything I have learned and implemented into my own

leadership style throughout the course of these two years. What has been even better, is watching

myself grow as an individual in dealing with my student athletes and my coaching staff around

me. Sometimes I can just sit back and appreciate the growth in handling situations differently

than maybe a younger version of myself would have. The intriguing part of this assessment is to

pair the similarities and differences in my own assessment to those of my observers. I see myself

as transformational, yet my observers may seem more a transactional leader, and this is not a bad

thing. This is something that I just have to delve into further as I continue to develop myself as a

leader into the leader I one day hope to be.

Weaknesses

My weaknesses seem to deal mainly with communication and visionary leadership. Two

things which I would like to say I do well, however when assessed, stick out like a sore thumb. I

plan to address both of these weaknesses. Communication is an easy fix. It will take stepping out

of my comfort zone maybe a little bit more and asking my coaching staff or my players what

they need further from me to be a good communicator. What aspects of communication is it that

I am not following through on that may make their job easier? Where am I lacking? What am I

doing well with in communication to the people around me? I believe there is no shame in asking

these questions, whether the answer good or ugly. It is best to know straight from the source, and

for me that is my athletes and coaching staff. I can understand why maybe my visionary score
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was not as high as maybe I could have hoped for. I am not big into seeing this beautiful picture

in the distance. I am a here and in the now thinker and mover. I am guided by a fierce heart that

is ready to tackle anything at that time. I think I combat this by maybe pushing myself to write

down things I wish to accomplish in the future. Maybe I lay out monthly and yearly goals for this

program. There is nothing wrong with dreaming out loud and going after it; this is something I

may need to focus on more.

Strengths

· My strengths deal with confidence, culture, credible and caring; the four C’s. I love that

these four things rated high for me because all four are extremely important to me in my

organizational setting. I want to exude the importance of these characteristics as a leader, all for

reasons I have already discussed. Credibility is crucial. Nobody wants a leader that they see

through, nobody wants a leader that they view as ill in knowledge. Culture is who we are. It is

what we stand for; our values, vision, mission. I believe that having a strong identity is a way to

establish people who are serious and worthy of joining the group and a high moral expectation

and standard for those who choose to stay and be a part of it. Confidence goes along with

credibility. There is a difference between confidence and cockiness. Humility is a beautiful thing.

No one needs someone who thinks it is all about them, nor does majority want to follow that

individual. Confidence gives you the mindset that we can do this. We are confident in our

knowledge and abilities, which gives us that motivation to go after this even harder. Lastly,

caring. A fundamental component of transformational leadership is the emotional or affective

nature of the process (Ashkanasy & Tse, 2000; Bass, 2002). To have empathy and to be able to

relate to the people around you is so important and sometimes I think a leader's greatest

downfall. People want to be appreciated. They want you to look them in the eye and say “you
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matter.” That is what I am for the young women in this program. They know that I will always

care about them. When they know that, they will go through a wall for you.

Conclusion

As I wrap up my Graduate coursework, I am able to look back with a smile on my face.

This leadership program happened to me a the best time it could have. I was still so young and

missing so many ingredients in my leadership style when I first began here two years ago. Not

only have I learned all of this valuable information, but I have had the opportunity to implement

it on a daily basis in being a part of the Women’s Basketball program here at Siena Heights

University; what a great platform to practice on. I am no Saint in leadership, but I am paving my

way to excellence. I believe that everyone has the ability to lead and it is my goal, as a leader, to

create a leader out of each and every one of the young women in our program. All they need are

the tools and a little motivation to get there. I plan on being that example of leadership for them.

I think that this day and age calls for a leader who does not pigeon hole themselves to one

definition; “the changing, chaotic, and complex environment of contemporary organizations

requires a view of leadership that is adaptable and flexible” (Barge, 1994). I want to continue to

learn and develop myself as an individual and myself within leadership. I will never be a finished

model and I think that is the beauty of it.

·
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References

Ashkanasy, N., & Daus, C. 2002. Emotion in the workplace: The new challenge for

managers. Academy of Management Executive, 16: 76-86.

Avolio, B. J. (1999). Full leadership development. Thousand Oaks, CA: Sage.

Barge, J. K. 1994. Leadership Communication Skills for Organizations and Groups.

New York: St. Martin’s Press.

Bass, B. M. (1999). Two decades of research and development in transformational leadership.

European Journal of Work and Organizational Psychology, 8, 9–32.

Hackman, M. Z., & Johnson, C. E. 1991. Leadership: A Communication Perspective.

Prospect Heights, Ill.: Waveland press.

Howell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional leadership,

locus of control, and support for innovation: Key predictors of consolidated business-unit

performance. Journal of Applied Psychology, 78, 891–902

Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A

meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5),

755-768. doi:http://dx.doi.org/10.1037/0021-9010.89.5.755

Sosik, J. J., Avolio, B. J., & Kahai, S. S. (1997). Effects of leadership style and anonymity on

group potency and effectiveness in a group decision support system environment. Journal

of Applied Psychology, 82, 89–103.

Spahr, P. (2014, November 25). What is Transformational Leadership? How New Ideas Produce

Impressive Results. Retrieved August 18, 2017 from

http://online.stu.edu/transformational-learship/

Mind Tools Editorial Team. (2017). Transformational Leadership: Becoming an Inspirational

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Leader. Retrieved August 18, 2017, from

https://www.mindtools.com/pages/article/transformational-leadership.html