Cipriano L. Trujillo Assessing Leadership Capabilities Summary

Assessing your Leadership Capabilities Cipriano L. Trujillo
UMUC

Author’s Note Cipriano L. Trujillo is a 14 year Army Veteran and Graduate Student at the University of Maryland University College. Correspondence concerning this article should be addressed to Cipriano L. Trujillo, 4962 Switchback Loop, Lacey WA, 98513. Contact: [e-mail]

Abstract In the 21st century leaders are faced with many challenges. Technology has connected the world. As a result, leaders of this generation will lead teams that are comprised of personnel from all corners of the globe. This will require that leaders become culturally fluent. Their ability to motivate people from different ethnic backgrounds will be paramount
to their success. People from different ethnic backgrounds respond differently to leader actions. Therefore, leaders must be able motivate those with whom they lead, using an array of skills tailored to motivate personnel from different backgrounds, ethnicities, and religions backgrounds. Therefore, by taking personality assessments, leadership traits surveys, and leadership skills questionnaires will help leaders self identify gaps in their skills. Understanding theses gaps will enable them to bridge these gaps, and better lead both subordinates from the US and abroad.

International Personality Item Pool Representation The Five Factor Model of Personality questionnaire indicated that I am an agreeable extravert who thinks in plain and simple terms. Additionally, it showed that I am reliable, hard-working and calm under pressure. I think the assessment was spot on, as it is in line the evaluations that I have received from my leadership. I believe that it is extremely important for leaders to be extraverts. I feel that leaders set the tone for the organization, therefore if leaders are energetic, sociable and outgoing their subordinate will follow suit. As a result, the organization will benefit as energetic employees are more productive; while social and outgoing employees are more inclined to communicate ideas, which may result in increased innovation. Agreeable leaders are genuine and sincere; these qualities are paramount to the success of any organization. Agreeable leaders engender commitment from their subordinates. If subordinates feel as though they are simply a commodity they will not put the better effort. However, if subordinates feel as though leaders are making decisions with their best interest at heart they will provide their very best effort. Additionally, subordinates must feel as though the leaders are good people. Subordinates are at their best when they trust their leaders and feel that their leaders understand what they are going through. Leaders who can remain calm under pressure and who can think in plain and simple terms are extremely effective in any situation.
It is easy to make sound and timely decisions when operating under “normal” conditions. However, if leaders become overwhelmed and make hasty decisions when the pressure is on, are viewed as unreliable and can lose the confidence of both their subordinates and supervisors. It is imperative for leaders to be able to process vast amounts of information quickly and make decisions that are in keeping with the organizations strategic goals. Based on the survey and evaluations provided by my supervisors I feel that I am well prepared to lead, although, not unlike any leader I have room for improvement. I have identified that I am not may be a bit reluctant to change. Additionally, at times am not the most creative thinker. I will continue to work on these shortcomings and grow as a leader.
Skills
Inventory According to Northouse, the skills inventory is designed to measure three broad types of leadership skills: technical, human, and conceptual. The level of management in which a leader severs, will dictate the level of proficiency in each skill that is required to lead effectively. The skills inventory questionnaire found that I have a high level of technical and human skill, while my conceptual skills although high were my lowest score. I found that this assessment was accurate. Warrant Officers are viewed as subject matter experts in their field. Like the Five Factor Model this is in keeping with the assessment provided by supervisors. Technical skill is knowledge about and proficiency in a specific type of work or activity. It includes competencies in a specialized area, analytical ability, and the ability to use appropriate tools and techniques (Katz, 1955). As a subject matter expert in the engineering field technical skills are required in my current position. Katz believes that as leaders move up the chain technical skills become less important, however, this is not the case for Army Warrant Officers. We are expected to be on the “cutting edge” of our field. We are responsible for advising senior Army leaders on engineering best practices. Human skill is knowledge about and ability to work with people. It is quite different from technical skill, which has to do with working with things (Katz, 1955). Katz believes that human skills are vital at every level of management. I would have to agree, if a leader cannot work with people he or she simply will not be effective. I had a score of 30 in human skills. This again aligns with my Five Factor Model results and my evaluations provided by my supervisors. I put a lot of stock in my people. I think that is imperative that leaders understand what makes their people tick. Leaders who are disconnected from the subordinates struggle to motivate them. These leaders lead with position power, rather than with real power. Their subordinates follow only because they have to. They will never go the extra mile for this kind of lead. Broadly speaking, conceptual skills are the ability to work with ideas and concepts. Whereas technical skills deal with things and human skills deal with people, conceptual skills involve the ability to work with ideas. (Northouse, 2013) Katz believes that conceptual skills are most important among middle and top leaders. Conceptual skills are required for strategic leaders. I received a score of 26, which represented my lowest score of the three. I believe this speaks to the level of management in which I currently serve. I have recently been promoted to Chief Warrant Officer Three, which will be my first middle management position.
Behavior Style The Behavior Style Questionnaire is designed to measure two major types of leadership behaviors: task and relationship.
(Northouse, 2013) The behavior approach focus on what leaders should do, verses what they should know or be, as in the other approaches. I tested higher in relationship than in task behaviors. I feel that this assessment is accurate; although I found it hard to correlate to my evaluations and counseling that I receive from my supervisors. Task behaviors refer to the degree to which you help others by defining their roles and letting them know what is expected of them. (Northouse, 2013) I received a score of 45 in task style, which makes sense to me, as I am no longer a first line supervisor. Task oriented leaders tend to be more where the “rubber meets the road”. In fact, task oriented senior leaders can be viewed as micro managers. However, I feel that regular counseling is important. The old adage “no news is good news”, does not apply to leadership. Leaders owe it to their subordinates to let them know how they are doing, as well as what is expected of them. Doing this eliminates surprises. It is impossible for leaders to evaluate subordinates, if the standard has not been
set. Relationship is a measure of the degree to which you try to make subordinates feel comfortable with themselves, each other, and the group itself. (Northouse, 2013) I received a higher score here than I did in the task style. Again I believe this is indicative of the level of management in which I serve As a project manager, I usually share management responsibilities with functional managers, therefore it is paramount for me to ensure the subordinates feel comfortable with the team.
Least Preferred Co-Worker Scale The model states that there is no one best style of leadership. Instead, a leader 's effectiveness is based on the situation. This is the result of two factors "leadership style" and "situational favorableness" (Northouse, 2013) Much like the behavior approach I score higher in relationship behaviors than in Task behaviors. Meaning I am a high LPC leader. Again I feel this is because of me being a project manager. Task oriented leaders are very good at getting task done. They are not concerned with making relationships. They are great first line supervisors, however they are limited. It will be hard for them to progress, as it is impossible to lead large teams if they cannot build relationship. Task oriented leader are most effective when leader member relations are good and task structure is structured. Relationship oriented leaders are very good at managing conflict and are able to process vast amounts of information to make complex decisions. High LPC leaders make great middle to top managers. They are not limited as they are able to manage large teams. Relationship oriented leaders are most effective when leader member relations are poor and task structure is structured. The 21st century has brought forth great leaps forward in technology. The great strides forward have ushered in an array of challenges for the next generation of leaders. These leaders are required to learn not only the technology that connects them to the world, but to know and understand the people with whom they have been connected to. As a result of this emerging technology leaders must be culturally fluent; it is the single most important skill they will utilize in the 21st Century. I will continue on my Army journey for the next six years. However, in 2021 I will retire and look for work in the construction management field. The first step toward this goal was passing the PMP exam, which I did earlier this year. The next is to complete my Masters in Management, with a focus in Project Management. My twenty year Army career will provide the both necessary technical skills and interpersonal skills needed to excel within this field.

References Costa, P., & McCrae, R. (n.d.). Short Form for the IPIP-NEO (International Personality Item Pool Representation of the NEO PI-R™). Retrieved June 5, 2015, from http://www.personal.psu.edu/~j5j/IPIP/ipipneo120.htm Northouse, P. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: SAGE. Katz, R. L. (1955). Skills of an effective administrator. Harvard Business Review,
33(1), 33–42.