1) The document discusses the author's leadership strengths such as building relationships, establishing credibility, and facilitating consensus-based decision making. It also examines weaknesses like a lack of understanding of organizational finances and a narrow focus on the present. 2) The author aims to develop a better understanding of organizational structures and cultures to improve transitioning to new work environments. They also want to adopt a more future-oriented perspective to set long-term goals. 3) Building on strengths like creating relationships and credibility will help the author succeed after graduation, while addressing weaknesses through practice and seeking different perspectives.

1. KevinAnderson
AOD 4396
LeadershipSelf-Assessment
Watkins(2003) and KouzesandPosner(2007) have allowedme toexplore myunderstandingof
currentleadershippracticesandhave helpedme assessmypersonal leadershipstrengthsand
weaknesses.Afterreadingthe books,Ihave foundthatone leadershipstrengthinvolvescreatingand
supportingrelationshipswiththose Imeetinthe workplace,atschool,orin passing.Itake a deep
interestinthe people Imeet,andthe value yougive apersonyoulead isreturnedina positive way
personallyandprofessionally.Further,anotherstrengthof mine ismyabilitytoestablishcredibility
withinawork or social groupby workingtowardanhonestrelationship.KouzesandPosner(2007)
describe howtobuildcredibilitythroughtrustintheir“DWYSYWD:Do what yousay youwill do”(p.41)
model.Makingchangesinvolvesunderstandingwherechange ismostneededandclarifyingthe details
to othersinvolved.Change happensbyworkingwithothersanddevelopingstrongandswiftdecision
makingskills.Mystrengthtobringconsensusbetweenpeople byidentifyingtheirinterestsand
interactionswithotherscomesfromanabilitytounderstandcontextanddetailsof asituationtoenact
lastingandfulfillingchanges.Lastly,all workmanifestingrelationships,credibility,andmakingchanges
reliesonanoptimisticapproachtoleadershipthatinvitesotherstorecognize theirstrengthsandmake
bestuse of theirskills.Strengthinself-efficacyisneededtounderstand others’potential andmodel for
themthe change theywishto make intheirownlives.
The “Assessmentof ProblemPreferences”table (Watkins,2003, p.25) indicatedthatone type
of preferenceIdramaticallyshyawayfromare mattersof “financial risk”, “budgeting”,and“cost-
consciousness”.Reflectingonthistable,Iunderstandone weaknessisnotunderstandingaspectsof an
organizationunderstoodbyseniormembersof the workforce.Watkins(2003) describesinChapter2of
The First 90 Days:Critical SuccessStrategiesfor New Leadersat All Levels waysto developfurther
understandingof anorganization’sstructure andprocesseswhile transitioningtoadifferentworking
culture (p.47-56). Withoutthe securityof full information,Iam reluctanttotake initiative andrisks.This
weaknesshindersmyabilitytomake confidentdecisionswithoutfull knowledgeinagroupand slows
my personal achievementtocomplacencyattimes.Forwardandfocusedthinkingisneededtoenvision
a successful vision.A thirdweaknessof mine involvesnarrowlylookingatthe presentbyignoringmy
personal longtermachievements.BothWatkins(2003) and KouzesandPosner(2007) have expressed
the needto focusvisionintosmall achievablegoalsthathelpmotivateyoutoaccomplishcarefully
planned,long-termgoals.Mylastweaknessidentifiedinthesereadingsinvolvesanarrow view of
others’perspectives.Ihave foundthatlackingempathyputsarelationshipatriskandthisrapport
becomesincreasinglyimportantwithfuture management.
My Professional DevelopmentPlanindicatesmystartinthe workplace sobuildingcredibility
throughdedicatedworkandstrongrelationshipswillhelpme solidifyafunctional networkafter
graduation.Further,anoptimisticviewof change openscreative opportunitiesinaprospective future.
These successeswillcome fromfurtherworkidentifyingandfixingshortcomingsthroughpractice
activelylisteningtoconcernsof those on all administrative levelstoacknowledge anew perspective.
Thisunderstandingcounselsmyabilitytomake rational yetlong-termgoalsthroughexampleandfuture
orientedthinkingwill helpme identifyrealisticstepstobe takentoachieve currentgoals.All of these
achievementscanonlybe accomplishedthrough carefulreflectionof all dimensionsof asituation;the

2. past,present,andfuture conditionsof mypersonal andprofessionallifecanbe furtheridentifiedand
loggedforuse inguaranteeingfuture success.
I am interestedinall aspectsof peopleand bytakingan interestinaperson,Ihave beenable to
create lastingrelationshipswiththem.Peopleare usuallyverywillingtoshare aboutthemselvesif they
are able tomake connectionswithyourinterests.Productiveandpersonal conversationexpeditesa
relationshipanddemonstratesimportantdetailsaboutwhosomeone is.InthiswayIfindvalue inthe
personandopenlytake aninterestintheirinterestswhichcreatesanequal andcomfortable climate.An
opennesstosomethingnewhasbroadenedmyunderstandingof humannature.Lesspersonallyand
more professionally,findingvalueinapersonat the workplace setsapositive andcontagiousdynamic
inmotion.Enjoyingthe successof othersisself-motivatingandreflectspositivelyonthe future
relationshipyouhave withaperson.Howeveritwouldbe naïve toassume thatall people are willingor
able to share theirinterestswillinglyandopenly.Watkins(2003) describesthat,“...there are
fundamental assumptionsabouthowthingsworkthatare so embeddedandlong-standingthatpeople
are notevenaware of theirexistence"(p.151). Careful observationandpersonal considerationhas
helpedme empathize withthe wayotherpeople conducttheirbehaviorandactions.Irespectthe
differencesinindividual stylesof learning,working,andcommunicatingascomponentsthatmake a
personunique.InthiswayIhave beenable tocreate,sustain,andmendmanyrelationshipstoconvince
myself people are theirbestwhenbeingsupportedbysomeone whotheytrust understandsthem.
Relationshipsrequire significantworktomaintain,butwithouttrustnoamountof work
understandingapersonwill resultinalastingconnection.Trustisbestbuiltuponthe credibilityyou
have earnedforyourself bybeingauthentic inwordandaction.The “DWYSYWD: Do what yousay you
will do”model (KouzesandPosner,2007, p. 41) hasgivenme a deeperunderstandingof the importance
of howa commitmentismade andkeptand the impressionthatmakesonmyperson.Havinga clear
understandingof myownabilitiesassuressuccesswithproperplanningandallowsotherstotrustthe
qualityof the workI do. KouzesandPosner(2007) define trustinthe contextof goodleadership
qualities:“Authenticleadershipisfoundedontrust,andthe more people trusttheirleader,andeach
other,the more theytake risksmake changes,and keeporganizationsandmovementalive"(p.21). This
trust perpetuatesanopenandhonestworkingenvironmentwhere communicationcanflow easilyand
people canbe self-expressive.Thisprocessiscyclical whenpeoplerespectthe uniquenessof another
person;“Uniqueness...booststhe self-respectandself-esteemof everyone associatedwiththe
organization"(KouzesandPosner,2007, p. 136). In thisway I show myunique qualityof aninterestin
people anduse strongrelationshipstobuildthe credibilityandrespectIreceive fromothers.
An effective decisioncomesfromthe inputof all individualsinvolvedinthe processof making
and implementingadecision.My strengthcomesfrominvitingotherpeople toexpresstheirideasand
viewpointstoincorporate differentviewsintowhatwillbe adecisionmade withconsensus.Watkins
(2003) cautions,"...youmayendupconsuminga lotof time tryingtosell the decisionafterthe fact,or
findingoutthatpeople are notenergeticallyimplementingitandhavingitpressure them"(p.180).
Holisticdecisionmakingwithmanypeople increasesindividual accountabilitywhendecisionsare made.
Thisaccountabilitymotivatesotherstofollowthroughwiththeirrole inmakingdecisionsaboutchange.
I am alsoable to conceptualize realisticallythe contextof agivensituationandreasonsoberthought
throughdifficultsituations.Iworkwell underpressurecausedbyalack of time orhighdemands.
Conflictresolutionskillsare importanttocontinue throughanydecisionmakingprocesstosmoothen
communicationissuesbetweenpersonalfriends,coworkers,andacquaintances.Nevertheless,

3. successfullynavigatingthroughconflictwithindividualsshowsconcernovertheirself-interestandthat
of the largergroup.KouzesandPosner(2007) describes,"Sharedvaluesare the resultof listening,
appreciating,buildingconsensus,andpracticingconflictresolution"(p.66) whichconvinces me that
supportingindividualvoicesinmakingadecisionisastrong value toofferanorganization.
Establishingarelationshipwithanotherpersondependsheavilyonthe demeanorinwhichyou
interactwithpeople.Optimisminfusespositive energyinto otherpeople andtheyoftencarrypositivity
to otherpeople theyencounter.Tohave suchan outlook,Ihave realizedinthese readingsthata
strengthof mine isknowingmyselfwellenoughtoperceive whatIcan andcannot handle andhowto
supportothers to do the same.Thisperspectiveisnotone dimensional;opinionfromothersabout
myself have helpedshapedthe personIseemtobe to others.Watkins(2003) notes,"You mighthave a
great deal of insightintoyourself,butyoushouldalsoconsultothers whoknow youwell andwhoyou
trust" (p.212). Honestcritique fromtrustedindividualshashelpedme establishstrongvaluesI
confidentlyexpresstoothers. Further,I supportotherpeople tofollow myexample byidentifying
whattheydo bestor enjoy the mostand pushingproductivityintopicsof interest.People are motivated
by the progresstheymake especiallyinareastheyare passionaboutandseekfurthergrowthamong
theirtalents.KouzesandPosner(2007) advise,"Leaderstake actionsandcreate conditionsthat
strengthentheirconstituents'self esteemandinternalsenseof effectiveness"(p.265).
Organizationsare complex mechanismsmade upof people,policies,andimportantlogisticsthat
I have not experienced.WhileIdonot considerinexperience tobe a weaknessof mine,Idoconsidera
lack of understandingof differenttypesof organizational structures,cultures,anddecorumdetrimental.
There isa tactical side of organizationsthatinvolvesrules,routine reports,andprocessesthat Ican
prepare to conceptualize.Extendingmyinterestinlesspersonable andmore technical componentsof
organizationswillhelpme transitionintoadifferentworkplace culture andworkingstyle.
WhenI understandall partsof a task,or can confidently handleanysmall issue thatmayarise,I
oftenbecome toocomfortable andnolongerbecome apioneerforchange andprogress.Kouzesand
Posnerdescribe "...certaintyandroutine breedcomplacency"(p.164) whichis oftenthe type of
situationIgravitate toward.Ifear the anxietiesproducedfrommakingastressful decisionwithout
havingfull andsoundknowledge of the decisiontobe made.Ihesitate inmakingquickdecisionsin
these instanceswhichcall intoquestionthe credibilityIdescribedasa priorstrength.KouzesandPosner
(2007) state,"Stressalwaysaccompaniesthe pursuitof excellence,butwhenyou're doingyourbestit
neverovertakesyou"(p.205) whichmakesme reconsiderthe role thatstresshason mylife andhowI
can make changesto benefitmydrive toplanaheadandinitiate conflictresolution.
Planningaheadbyestablishinglongtermgoalsiscritical insecuringshortsuccessesand
envisioningalongtermpicture of whatcouldpossible exist.Oftenintimesof complacency,Ifocus too
much of my attentiononthe presentandneglecttoperceive the largerimplicationsof the smaller
thingsI doat workand forother people.KouzesandPosner(2007) conceptualize the role of time in
establishinglastinglong-termgoalsbynoting,"Youneedtodomore to reflect on your past, attend to
the present, prospectthe future and feelyour passion"(p.107). My weaknessisfoundin "prospecting"
the future withotherpeople and"feeling"the passionthatgivespurposiveenergyforagroupto
establishacommongoal.I become complacentwiththe small successesIachieve andfindleisurein
successinsteadof furtherdrive.Ineedtofurtherdevelopmyabilitytoenvisionafuture picture;
"Leadersshoulddreambig,butstart small"(Kouzesand Posner,2007,p. 192).

4. My idealsregardingequalityinthe workplace oftencausesme tooverlookhow toestablishan
appropriate relationshipwithmysuperiors.Disagreementswithmanagementusuallycause me to
challenge theirmanagementstyles,values,andvision.Myweaknesshere isignoringimportant
informationaboutmyboss'smanagementstylethatisdifferentfrommine butmaystill be beneficial.
Watkinsgave me verysoundadvice on thismatterwhenhe states,"Assume thatyouare not goingto
change your boss,andadapt to hisor her stylesof idiosyncrasies"(p.107).Also,keepingopen
communicationwithmanagementbyaskingquestionsaboutdailytasksandprospectingplanswill help
me empathize withthe difference inresponsibilitiesthroughhigherlevelsof management.Ihave much
to learnfrommore experiencedindividualsandcelebratingdifferenceswill bestow knowledge passed
my ownleadershipexperience.
Credibilityisneededtoestablishyourreputationinthe workplace andmystrongsoft skillshelp
people trustme anddedicatedhardworkoffersopportunitiestomobilizebyassumingmore
responsibilitiesandearningskills.Trustalsoinvitesotherstodivulge theirinterestsandpassionstome
whichishelpful intalentacquisitionandrecruitmentpositions.Successinthesefieldsinvolve accurately
matchingpeople'sabilitieswiththe needsof employers.Unendingsupportforanotherpersonallows
themto identifytheirstrengthsconfidentlyandbeinganexample of self-efficacymotivates othersto
findsuccessbyexhibitingtheirskillsinaunique andmarketable way.
Weaknessesinvolvingfuture planningandestablishinglongtermgoalsare importantto
improve onsoI can leadotherstodo the same.If itwill be demandedof me toplan long-term
achievementsforclientsseekingemployment,Imustbe able to understandhow to "prospect”the
future formyself.Imustlearnto foresee conflictsbyinformingmyself aboutthe organizational
structure of whichIwill choose toworkafter school.The fourweaknessesmentionedpreviouslyall
affectmyabilitytoleadinthe future so plansmustbe put intoplace to improve onmyshortcomings.
I needtodo more researchregardingthe differentcultures,structures,andcredentialsneeded
for vasttalentacquisitionroles.Understandablypeoplehave avastarray of talents,yetIneedto
understandthe realisticneedfortalentthatcurrentlyexistsinthe workplace.Thisway,Icanlog popular
interestsbetweenpeople andmatchpersonal interests intohumanresource fieldsIhave notyet
considered.Also,visitstovariouscareercentersandjobfairswill give me goodinsightintodifferent
typesof organizationandtheirroles.Informationgatheredatthese fairsandcenterswill helpclarifythe
goalsI have expressedinthe Professional DevelopmentPlan.
Avoidingcomplacencyisfoundwhenyoufocusunderstandingof the presenttoassess
experimentationandriskstobe taken(KouzesandPosner,2007, p. 212-215). Clearlyidentifyingdetails
of my presentlife helpme realizewhathasbeendone well andwhathasyetto be accomplished.These
accomplishmentswillmake suitable long-termgoals.KouzesandPosner(2007) advise thatconducting
"postmortems"and"pre-mortems"helpaleaderunderstandan organization'scurrentstate andwhat
potential rolesforthe leadercouldbe toimplementorganizational change (p.212-213). Thismethod
will helpme identifyhowIperceive anorganizationthroughdifferenttransitionperiodswithinthe
organization.Pastperceptioncheckingwill helpme furtherprojectanimage of the future.
Recognizingthe role of small goalsinestablishingafoundationforlong-termsuccessesis
importantto helpme envisionthe future.Further,Iwill be able togive coworkersand bossesapersonal
image of my role witha companyfor an extendedperiodof time."Fora visiontobe shareditneedsto
be seen inthe mind'seye"(KouzesandPosner,2007, p. 145) so expressingmysuccessesandfailures

5. througha creative mediumwillhelpme retainacurrentvisionandimagine afuture "dream".Thiswill
be bestdone by expressingmyprospectsthroughsongbecause musicextendsmycreative mindandmy
passionforsongcreationand lyrical expressionwill motivate me toconceptualize acreative outlookon
my true aspirations.
Lastly,respectingdifferencesinmanagementstyle will preventawkwardinterpersonal conflicts
withsuperiors.Watkins(2003) suggestsduringthe "Planningthe Style Conversation"to,"pinpointthe
specificwaysinwhichyourstylesdifferandwhatthose differencesimplyabouthow youwillinteract"
(p.117). He continuestosay,"Listentoothers'perspectives,butbase yourevolvingstrategychieflyon
your ownexperience"(Watkins,2003,p. 117). Here I understand thatthere isa difference between
followinginstructionandbelievinginstruction.Obedience isexpectedbythose whomIreportyetI still
can have freedomtodevelopmypersonal managementstyle bysynthesizingthe successesandfailures
of the decisionsmade bysuperiors.Thisdevelopmentwillgive me the confidencetoacceptfuture
bosses'managementstylesandworktochange styleswithmysuperiorsinaneffortto benefitthe
organization.
References
1. Watkins,M. (2003). The First 90 Days: Critical SuccessStrategiesfor New Leadersat All Levels.Boston,
MA: Harvard BusinessSchool Publishing.
2. Kouzes,J.M. & Posner,B.Z. (2007). The Leadership Challenge.SanFrancisco,CA:JohnWiley& Sons,
Inc.