Leadership Profile Essay


Leadership, as defined in an article Effective Leadership, is a process of influencing and directing others in the accomplishment of common objectives. Leadership, as a social interaction, involves influence, leaders and followers and objectives (2008). To be a leader means you are ready to accept the leadership role and to learn the principles of becoming a leader.

Leadership has six main elements, as discussed by Steve Simard on his writing, 6 Key Elements to Leadership. These are trust, coherence, competence, collaboration, competition and contribution. These elements must be embedded in the leader and between the leader and the team members (2008).

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I am not a policy maker nor have any position in the government. But, I believe that you can find leaders anywhere—in a small group of playing children to an organizational team. You can see potential leaders from anyone—group of students to a bunch of professionals. After taking the quiz, I was able to find out that in some points of my experience, I happened to be one. Given a set of quizzes, I was able to evaluate the leadership characteristics and principles that I possess. Also, I was able to determine the presence of the mentioned leadership elements in my practice of leading people. The results enable me determine the leadership skills that I have as reflected with my past experience.

Quiz 1.1. Readiness for the Leadership Role

            To lead means you are ready to accept the roles of a leader. And from the results of the quiz and from my previous experiences, I think I am geared up to be a leader. With an amazing total of 92 points, the result only suggests my high readiness for the leadership role. There are some points that I think, can support my readiness for the said role. First, at school or in my workplace, I stand-out from among the crowd. I am competent.  People usually count on me for my opinion regarding a specific plan or thing to be done. Second, people tend to listen to my ideas and suggestions whenever I have one—I always have the ability and allure to convince them.  I can able to easily get people’s trust. Third, dealing with people and lifting their spirits up whenever things get tiresome are among the things I enjoy doing. I can collaborate with my officemates.  I know how to compliment others with their good doings, in the same way that they compliment my achievements. Fourth, I am the usual representative of my group at gatherings and events. Confidence in facing people is one of my assets.

Quiz 2.1. The Assertiveness Scale

            By definition, assertiveness is the person’s ability to formulate and state his thoughts, opinions and wishes clearly and directly to the other person (2008). The result of this quiz shows my non-assertive behaviour. It is difficult for me to say No when I really mean it. I don’t want to hurt other people’s feeling—not telling the truth for most of the time is my option. When I really intend to say that my officemate is wearing ugly, I rather say that there is something wrong with the shirt. When I really want to say that I can not come to a dinner because I feel tired, I rather come because my decision may upset my friend. Expressing my real thoughts about a particular situation is difficult especially when doing so will mean hurting the feeling of the people involved. One of my weaknesses is that I am too nice to everybody. I find hard time saying what I really mean and expressing what I really feel. My being non-assertive has caused so much trouble especially in dealing with people. And I think this behaviour will also affect my decision making.

Quiz 2.2. How strong is your achievement motive?

             My experiences and the results of the quiz suggest that I have high or strong achievement motive. Achievement motivation, as defined in Effects of Achievement Motivation on Behaviour, is one’s need of acquiring success and attaining excellence through different means (2005). Working for something means working hard for it. Even out of the workplace, my mind keeps running about what needs to be done and other related problems. I don’t believe in lucky charm or fate. Things happen for a reason and most often than not, things happen as a result of one’s previous actions. In achieving any goal, I prefer to work with highly competent people who may help me land the top. Meeting the deadline and accomplishing works ahead of time, is my top priority. I can view the future clearly, and so I have plans for it. As mentioned, one of the elements of leadership is coherence—walk the talk.  Coherence must come between the motive of the leader and his actions that may have significant effect to the members of the team. Whenever I have a plan in mind, actions for the fulfilment of the plan will follow.

Quiz 3.1.Task-oriented Attitude and Behaviours

            I have a strong task-oriented behaviour as the result of the quiz suggests. Contribution and competence are two of the six elements of leadership. I believe that in a team, every member must give his /her part for the attainment of the group’s objectives. To ensure this, members of the team should commit themselves in doing so. Aside for counting for output, the team must also be of high competence. In achieving a particular task, I have plan written stating how I will accomplish the task. Goals are set beforehand and plans are made before making the first step in accomplishing the job. In a group work, for example, I make sure that everyone knows what to do and how to do it. Good results come from the work of a well-informed team. I have focus on the job and concentrate in the individual task given to each team member. Every task accomplished should meet high standards and thus securing the good results of the project.

Quiz 3.2. What style of Leadership are you or would you be?

Leadership has many forms but there are only three styles that are most prevalent, as stated in article, Leadership Styles. The first one is the autocratic leadership, second is the participative or democratic leadership and the third one is the delegative style of leadership (2004). Based on the result of the quiz, I fall neither of the three, though I am near to being participative leader. In the participative style, the leader plans for a particular task but entertains the ideas of the members of the team and seeks for their approval. I, getting a total of 14 points in the quiz, assume the use of participative style more often than the other three. However, the result also suggests my use of authoritarian style—bossing people around—in making people move. The exercise of leadership styles varies depending on the situation, for a good leader must not stick with the same style at all times. For example, when things are not going well in the office, I use authoritarian way of telling people that there’s something incorrect in the procedures we are using. Then I will ask for ideas (participative style) from them on how to improve the procedure we are being utilized.

Quiz 4.1. The Emotional Expressiveness Scale

            I am a non-assertive person, thus, self-expression is quite a difficult task for me. However, as the result of the quiz suggests, my emotional expression makes me likely charismatic. By the term charisma, according to my own understanding, is one’s ability to inspire, persuade or influence other people.  Emotional expression can have various effects on social interactions. Neither nonexpression nor too-much-self-expression is beneficial. Mediating in between the two is far better.  I become emotional only at the right time. In a formal group meeting, for example, instead of shouting “excellent” to show my approval to a work well done, I will simply nod. If I am not interested in a discussion in a certain gathering, it’s either I will keep quiet and don’t bother to listen or dismiss myself, instead of telling them that I’m bored. Winning a charismatic behaviour is tantamount to winning people’s collaboration. When one can persuade people to move, achievement of objectives is possible.

Quiz 5.1. The Ethical Reasoning Inventory

            Integrity is one of the principles that I have. No lies. No overpowering to the weak. No discrimination. The results of the quiz clearly reflect my practice of this principle. Based on the result, I am strongly ethical. In leadership you have to win the trust, which is another element of leadership, of other people, especially the persons you are leading. Being a leader means setting a good example to your followers. In doing so, the leader should abide by the rules and ethics in the workplace. Being trustworthy and honest is never a hard task for me. In my job, I rarely tell lies nor do favour for the benefit of a few.

Quiz 7.2. Measuring your Situational Perspectives

By the virtue of situational perspective, according to an article Situational Leadership, the leader assesses the team members’ job development and attitudes. Leaders tend to change styles of leadership based on the needs of his subordinates and the requirements of the task.  The leader should treat each subordinate based on unique needs (2008). From the quiz results, I view things in a situational perspective. Again, walking the talk and getting collaborative efforts from the group, for me should be given high consideration. The result in this quiz supports my leadership style. In order to gain best outcome from the team, attending to the needs of each team member must count. In dealing with people, I tend to show them the different features of me depending what is applicable. If there is a job to be done as soon as possible, I let people see that I am serious about finishing the job. If everything in the workplace is in a stress-free condition, I let them feel my light side.

Quiz 8.1. Rating a Manager’s Power

            Though I am also leading people on my job right now, I am not in a managerial position. In this quiz, I assessed my previous manager’s leadership power. He is exerting moderate power to his subordinate, as the results suggest. He is using referent power to make people move. The thing I like most about him being a manager is his ability to make people feel appreciated and important. He has the ability to influence the team and make each move. Though, this power style has led to two negative effects. First, our team tends not to work hard, knowing that our manager will understand us anyway. Second, our team becomes less collaborative with the other team members—everyone is seeking attention from the manager. With these two, I think this manager is not 100% leader, for a leader must influence his follower while making them more competent, more productive and more collaborative.


            Not all leaders are born leaders. I, myself, am not born a leader but I am acting like one in every opportunity there is. The results of the quizzes propose that somehow, in some points in my experience, I became a leader. I am ready to take a leadership role possibly because I had experience being one in the past.

            Part of being a leader is the ability to state what you think is right without considering the effects of doing so. Being a leader means you need to be assertive at some points. I am a non-assertive person. However, being one means I have limitation to self-expression, thus it is easy for me to attain a certain level of charisma—influence, persuasion—a characteristic important in gaining other people’s trust. Leading using only one style is not healthy. From the results, I play between the two different styles which are helpful in attending to other’s needs. In this way of leading I view things in a situational perspective making decision making easy. With my life principles—integrity and honesty—I am highly ethical person. An ethically reasonable person can set good example to others, thus gaining their trust and collaboration—two things which are important in leadership.

            The six elements of leadership—trust, coherence, competence, collaboration, competition and contribution—can be attained if the leader and the followers possess the same characteristics and objectives.

Leadership Profile Proforma

Assignment 1

Name: ________________________

1.1 Readiness for leadership role

High readiness for leadership role
90-100      High readiness

60-89       Moderate readiness

40-59       Some uneasiness

39 or less  Low readiness
2.1 Assertiveness scale

0-15         Nonassertive

16-24       Assertive

25+         Aggressive
2.2 How strong is your achievement motive

High achievement motive
7-8   High achievement motive

4-6   Av. achievement motive

0-3   Low achievement motive
3.1 Task-oriented attitudes and behaviour
MA (9), MD(1)

Strong task-oriented behavior
“mostly agree” – 8-10 times = strong task orientation

“mostly disagree” – 4 + times = below average task orientated behaviour
3.2 Leadership style

In between
15 or more – participative leader

5 or lower – authoritarian leader
4.1 Emotional expressiveness scale

Likely charismatic
90-100 – level of emotionality interfering with your charisma

70-89 – likely charismatic

20-69 – level of emotionality too low to enhance your charisma
5.1 Ethical reasoning inventory

Strongly ethical
90-100- strongly ethical

60-89 – av. Degree of ethical awareness

41-59 – underdeveloped ethics

20-40 – ethical values far below contemporary standards
7.2 Measuring your situational perspective

situational perspective
45-50 – strong situational perspective

30-44 – av. Situational perspective

10-29 – rarely take a situational perspective
8.1 Rating a manager’s power

Moderate power
90+         high power

70-89      moderate power

Below 70  low power


Clark, D. R. (2004). Leadership Styles. Retrieved June 10, 2008, from http://nwlink.com/~donclark/hrd/ahold/isd.html

HowtoAdvice.com. (2008). 6 Key Elements to Leadership. Retrieved June 10, 2008, from http://www.howtoadvice.com/LeadershipElements

Queendom.com. (2008). Assertiveness Test. Retrieved June 9, 2008, from


Rochester Institute of Technology. (2005). Effects of Achievement Motivation on Behaviour. Retrieved June 10, 2008, from http://www.personalityresearch.org/papers/rabideau.html

Ten3Business e-Coach. (2008). Effective Leadership. Retrieved June 9, 2008, from http://www.1000ventures.com/business_guide/crosscuttings/leadership_main.html

Ten3Business e-Coach. (2008). Situational Leadership. Retrieved June 9, 2008, from