RUNNING HEAD: THE LEADERSHIP PROFILE 1

Week 7 The Leadership Profile

Shane Gray, 566541

LDR695

Siena Heights University, Graduate College

12/08/2017
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The leadership profile for Shane Gray.

Transactional leader trained, transformational leader favored. As a young man it was

instilled that you did what you were told to do, without question. To do otherwise would be

equal to insubordination and insolence. Growing up in the military and transitioning into the

Civil Service, many leadership styles and characters were exampled. Fortunately, there were

more good examples than bad, and yet there were just enough poor leadership examples to

provide the illustrations of what I did not desire to be. Being in the right place, at the right time

may be part of what creates a pattern for successful leadership, and it is my belief that good

leaders create opportunities from whatever circumstances they are facing to provide the best

results for stakeholder interest. It is my desire to continue developing into the best leader that I

can be for the benefit of everyone around me and to whom my influence extends. The following

is an assessment and plan for my leadership profile.

Initial observation.

Having a great deal of confidence in my leadership ability and the confidence that those

under my charge have in me are only as a result of the years of experience obtained, within the

same organization. Manning (2013) stated that there is a statistical significance in the

relationships which were found between the behaviors exhibited by leadership and the outcomes

of their 360 degree evaluations. The relationships relied on several factors and evaluations

varied according to these contexts. Included in the variables were the factors of seniority,

control and accessibility of resources and the responsibilities of management. The size of the

organization was also a huge factor, along with the rate of organizational change. Therefore, I

must agree with the statistics, in that the amount of time spent with those whom were chosen to

provide an assessment, and the number of years experience obtained in an ever evolving

organization, which consists of nearly 14,000 employees, has provided me with many
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successful opportunities. More importantly, the opportunities that has been provided and opened

up for those whom I have had the opportunity to lead, does not go unnoticed.

What makes a leader?

The paradigm is as equal to barriers toward growth as is the limitations that hinder us

from our full potential. Whether the limitations are the mental barriers we harbor or those which

are imposed upon us by others, who provide decisions over the steps of our goal

accomplishment. The greatest obstacles are generally provided within the paradigms we tend to

harbor. As indicated by Judge, Bono, Ilies, and Gerhardt, (2002), despite the findings of the

initial thoughts on leadership, results of investigations relating personality traits to leadership

have been inconsistent and often disappointing (p. 765). They further indicated the majority of

previous literature concludes that leadership researchers are no longer convinced that traits play a

major role in a leaders success or failure. In fact, they found that there were few, if any,

universal traits associated with effective leadership (p. 765). The research indicates that there is

more of a consensus among leadership scholars, which states there is no list of universal traits

defining the make-up of a leader.

Thinking back to my own earliest thoughts on leadership, it was my paradigm that

limited me to following, rather than leading. Therefore, it was the transactional leadership style

that I learned under and excelled in. The transactional style of leadership provided me with the

punishment/reward consequences which trained me to be a good worker with a solid work ethic.

It also provided me with the motivation to excel early in my life, to please the leader. However,

at some point, the stages of maturity provided me with an insight and wisdom on leadership

which revealed the motivation I maintained through the transactional leadership style of being

led was not as long lasting as the relational style of the transformational leader. Learning that

people in general responded well to the transformational leader, I began to adopt this style
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and learned that the transactional style was no longer desirable.

Transactional v. Transformational.

Prior to attending the Siena Heights Graduate College program, Organizational

Leadership, it had been instilled in me that the transactional leadership was not a useful style of

leadership for gaining follower support or cooperation. The idea that transformational leadership

is the best style for leaders to adopt has been passed down to leaders within the organization

which has employed me for the last twenty-eight plus years, seems to be a bit short sighted

following my having completed the Organizational Leadership course. The paradigm which was

instilled in me was that transactional leadership is more of the command and control type

leadership style where one should follow all orders and directions without question. It was

taught that if one wanted to excel through the ranks themselves, then they should fall into line

and present themselves as being blindly loyal. Today, though my preference is still bent toward

the transformational style of leadership, it is evident that a well-blended and healthy measure of

several styles is best for leading people who possess different preferences for the styles of

leadership themselves.

Having provided this ideal, it lends even more to what Johnson, Venus, Lanaj, Mao, and

Chang, (2012) stated in reference to leadership being a social process where those in positions of

leadership exert their influence over the thoughts, feelings, and actions of others. One

important mechanism through which leaders exert influence is by altering follower identity, or

the way in which followers define themselves relative to others (p. 1262). They went on to say

that in particular, the more effective leaders are able to motivate those who are under their charge

to focus on and move toward the shared interests of an organization by focusing themselves on

group-based identities. The implication is that when group-based identities are salient, there is

greater cooperation among followers, and intragroup diversity is leveraged in ways that
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benefit rather than harm the group (p. 1262).

Leading and following.

The Leadership Profile has provided me with insight that I was unaware of in reference to

the level at which I lead as a transactional and transformational leader. Even more, it provided

me with an angle from which I would not have noticed myself in reference to following. In the

earlier years of my adulthood I would have qualified as a superior follower, and a fledgling

leader at best. Today, it would appear that I am a superior leader and only an expert follower;

that is to say, I am not as good a follower as leader. The self-assessment that was completed to

rate myself indicated that I do not see myself as high on the communications scale as the

observers gave me credit for. Communications is one of my strong suits, and therefore I am

probably a bit harder on myself when providing a rating in communication. It was evident that

the observers I chose rated me much higher (56.82) than I gave myself (48.37) credit for. In fact,

communication was the lowest score in my self-assessment. As for follower-centered leadership,

this provided itself as the lowest score (51.32) that the observers assessed me on, and was within

the average scores on my self-assessment (57.56). My interpretation for the difference in this

score is that the observers see me more as a transformational leader than transactional.

According to Soane, Butler, and Stanton, (2015), who stated that leading for high

performance requires an understanding of the relationship between leaders and followers (p.

67). In the ever growing research they provide information on how a leaders perception

provides an influence for the followers response. Both the transformational and transactional

style of leadership provides an anatomy of leader mannerisms that are more aligned with

providing a high level of performance and effect. Transformational leadership comprises

idealized influence, inspirational motivation, individualized consideration and intellectual

stimulation (p. 67). The transformational leader is said to be effective as they tend to raise an
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awareness for followers which provides them insight on the importance of outcomes,

maintaining vision and strategy, as well as maintaining a focus beyond themselves and on a team

or organization. Transformational leadership should include at least some of the traits found in a

transactional leadership model, such as providing rewards to followers who fulfill the obligations

of their assignments.

Similarities and differences.

Thompson, and Riggio, (2010) provided the definition of character as consisting of the

more enduring (if not ingrained) qualities that enable a person to contribute to organizations

(p. 212). They continued by suggesting that across these descriptions there are many variations

in how those in research have presented viable definitions for character. A bit of research

shared, suggests that the framework for character was personality (p.212); where another

provided the description for character in trait-like terms (p. 212); and finally, one more

suggested that character is related to an individuals relationship to the organization he or she is

in (p. 212). Based on these differences in the definition, it is evident that the similarities in

what my observers have reported are clear for my own character.

According to The Leadership Profile self-assessment and observers assessment, there is

not much difference between how I view myself as a transformational and transactional leader.

Though my tendency is to be a bit harder in grading myself, it was very surprising for me to see

the similarities in both the self-assessment, as well as the observers assessment. Providing

evidence similar to the self-actualized leader, my self-assessment revealed a score of 61.66

under the Transactional Leadership section; 59.52 under Transformational Leadership Behaviors;

and 62.31 under Transformational Leadership Characteristics. The observers assessment

revealed very similar scores as follows: 64.08 under the Transactional Leadership section; 62.28

under Transformational Leadership Behaviors; and 61.77 under Transformational Leadership

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Characteristics. With the major difference in the scores for Transformational Leadership

Behaviors (self 59.52 observers 62.28), it is clear that the observers were able to see more

evidence in my performance under the options for this section, than I was willing to give myself

credit for. The other major difference noticed was in the scores for Transactional Leadership

(observers 64.08 self 61.66). Based on these scores, it is clear that the observers are able to

see more of the traits for transactional leadership than I am able to see in myself. Clearly, the

similarities in scores under the Transformational Leadership Characteristics provide an

illustration for me personally that says what I see in myself, is what is demonstrated.

Personal weakness.

The extensive research provided through Krger, Rowold, Borgmann, Staufenbiel, and

Heinitz, (2011) informs us that the paradigm which indicates transformational leaders motivate

their followers by means of a value-based, inspiring vision of the future, transactional leaders

rely on a quid-pro-quo approach to leadership and exchange tasks and rewards with their

respective followers (p. 49). They go on to say that though there are several studies on the

topic, as well as research analysis which point out clear theoretical differences, they continue to

lack the consistent factual support. Finally, they concluded that transformational and

transactional leadership show substantive correlations in a number of studies as well as in meta-

analyses. Therefore, the discriminant validity of these two leadership constructs could not yet be

empirically established (p. 49). Based on this information, one of the personal weaknesses I

possess may be paradigm based. It was my intention to perform as a transformational leader, and

attempt to deny the exhibition of transactional leadership traits. The negative paradigm toward

transactional leadership clearly stifled my maturity in this style.

Based on the results of the transactional leadership self-assessment, the scores under

reward equity would indicate that I consider this as one of my personal weaknesses. However,
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the observers assessment score under the same category (64.58) proves clearly, that I am

capable of transactional leadership. Solidifying this assertion even further is the evidence

provided within the scores under the capable management category (self 65.12 observers

63.58).

Personal strengths.

Strengths based leadership, according to Welch, Grossaint, Reid, and Walker, (2014)

present ways by which individuals can work within their natural talents to more effectively

develop what Gallup found to be most important in a leader: trust, hope, caring, and stability (p.

21). They go on to describe strengths as being the individuals natural talents, mingled with

knowledge and skills, as well as possessing a potential for excellence which can be refined

through heightened awareness, accessibility, and effort. A propensity for a distinct way of

behaving, thinking, or feeling that is genuine and exhilarating, and provides itself to the

synergism of high functioning, evolution and accomplishment.

The evidence, based on the results of The Leadership Profile, provides that my personal

strengths are in the Transformational Leadership Characteristics, especially under the confident

leadership (self 72.34 observers 74.30) and culture building leadership (self 60.96

observers 63.58) categories. Moreover, the observers assessment reveals that my strengths also

includes the Transformational Leadership Behaviors, under the categories credible leadership

(64.96), caring leadership (64.96), and enabling leadership (62.38). Based on the research and

the results of the assessments, it is true what they say; when you do not function out of your

deficit, functioning from your wealth provides you the freedom to be generous, caring, confident,

hopeful, encouraging, trustworthy and stable (2014). Just as in the model depicting the self-

actualizing leader, the tri-angle is a sturdy foundation, which is effective in standing for and with

those whom are satisfied in doing so. Remaining a humble servant to constant improvement.
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Enhancing personal strengths and developing opportunities.

Kaiser, and Hogan, (2011) made reference to the empirical evidence which showed,

personality appears to be the strongest single domain of individual differences related to

leadership (p. 220). They went on to provide information over what researchers typically focus

on in reference to leader traits or leader behaviors. They continued by stating that though it

would seem there is a conceptual similarity or relationship between traits and behavior, both are

rarely considered. In fact, it hasnt been until recently that the empirical work began to provide

an integration over both of these paradigms. One of the emerging ideals provides that individual

personality is analogous to individual leadership effectiveness and both in relationship are

mitigated through individual leadership behavior. The hypothesis states that the leader who

administers behavior automatically or unconsciously, personality will be more palpable.

Conversely, for the individual leader who is more cognizant and more mechanical, in a more

attentive manner, will be minimally affected by personality and more by calculated choices to

confront the pressing situation (p. 220).

Kaiser and Hogan (2011) went on to say that leaders demonstrate interpersonal-oriented

behaviors to display a regard for employees well-being, solicit their ideas and suggestions, as

well as employee interactions that are conducive to maintaining relationships within a group (p.

221). On the surface, my expectation of The Leadership Profile scores under the

transformational leadership behaviors section should have been one of the greatest areas of

personal strengths. The contrary was true, according to the self-assessment score of 59.52. The

observers assessment score, under the transformational leadership behaviors section (62.28)

provided me with a bit of relief in reference to the difference between my perceived strengths,

and their confirmation that I was not weak in this area. They continued to describe how leaders

who were oriented more toward task completion type behaviors with the purpose of providing
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structure and more organized workloads, as well as defining the employee roles and

responsibilities, are more focused on the team and on production (p. 221). The transactional

leader might be considered more of a task-oriented leader, more so than the relationship oriented

transformational leader. Finally, the research indicated that leaders use change-oriented

behaviors to adapt to shifting environmental demands, establish new directions, and introduce

new organizational structures and proceduresChange-oriented behaviors include visionary

leadership and transformational leadership (p. 221). The Leadership Profile indicated under the

visionary leadership category that neither me (58.38) nor the observers (57.89) agree this is one

of the areas of my greatest strengths, like the confident leadership category does. The irony of

the scores can be seen between the self-assessment and the observers assessment, and the

implication that the scores reveal my qualifications as a self-actualizing leader. Gaining

knowledge through The Leadership Profile has opened a window of opportunity for growth and

maturity within the categories that revealed room for improvement.

Going forward.

Whatever the future holds, it is my desire to continue to lead, grow, mature, and be

educated. To assist others in becoming and leading with their best self, including me.

According to Bono, and Anderson, (2005) transformational leadership has an effect on several

outcomes in reference to the individual, the groups performance and the level of commitment to

the organization, job satisfaction and organizational behavior, by those who are led by the

transformational leader (p. 1306). There are several lasting benefits for adopting the

transformational leadership character and behavior at the organizational level. Being inspired

and motivated are just a couple of the benefits, and the emotional investment of transformational

leadership also promotes an optimistic outlook along with an enthusiastic vision and desire for

goal setting. These benefits promote the stakeholders interests at every level.
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Based on Kaiser, and Hogans (2011) evidence, which illustrated that personality and

behavior are who a leader is, it is also safe to assume that leadership behavior and traits are

strongly influenced as well. Bono, and Anderson, (2005) provided that charismatic individuals

are admired, trusted, and respected. Charismatic leaders communicate high standards of ethical

and moral conduct using rhetoric that appeals to values, ideals, and emotions (p. 1307).

Charisma seems to be an important catalyst for attracting people to follow the leader who

possess the trait. Though many studies have been conducted that pose the question of who

makes the better leader: introvert, extrovert, charismatic or etcetera, the information found in the

research surrounding transformational leadership seems quite compelling. It is because of the

transformational leaders promotion of values and ideas which provide for the appeal that it

imposes upon others to promote and communicate their own ideas, enthusiastically and

optimistically. Employees seem to be drawn to the transformational leader with a degree of trust

which allows them to freely seek their advice. Secondary to the trust that a transformational

leader enlists, is the intellectual provocation, which promotes challenging existing practices,

cultures and mindsets, with the alluring effect of encouragement for their employees to do the

same. The fast pace of the world and the organization as an industry requires the invitation for

employee creativity, which will encourage risk taking within the harbor of safety that

transformational leaders provide. Employees will not only be willing to take risks, but they will

be motivated to test their ideas, as well as to seek the advice of their leader. Finally,

transformational leaders are high performing employees, which promotes the same ethic onto the

rest of the workforce. The high performing leaders are sought out by employees within their

group, but also from other work groups, where individuals trust their advice. Managerial

effectiveness and transformational leadership go hand-in-hand, which leads to higher

performance ratings, more effective work groups, and stakeholder interests being met (p. 1307).
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As Brown, and Reilly, (2009) concluded, though there are no new findings through the

research linking the perception of employees toward their transformational leaders, the

organizational outcomes are growing increasingly popular, and the methods for measuring such

outcomes are becoming more evident (p. 926).

Conclusion

The Leadership Profile provides an objective view for the individual leader, and

analyzing the results of both the self-assessment and the observers assessment is useful in

providing a 360 degree view of the leader. This document aided in meeting the objectives,

which was to summarize what the assessment revealed to me as a leader and a follower; to define

the similarities and differences in the self-assessment and the observers assessments; provide a

view of the personal strengths and weaknesses that were revealed through the assessment;

present a summary for enhancing the personal strengths and developing opportunities. It is my

genuine desire to continue developing as a leader, providing my influence for others

development, and to seek individuals and opportunities which foster the character and sprit of

good citizenship, positive environmental impact and societal equality.

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References

Bono, J. E., & Anderson, M. H. (2005). The advice and influence networks of transformational

leaders. Journal of Applied Psychology, 90(6), 1306-1314.

doi:http://dx.doi.org.ezproxy.sienaheights.edu:2048/10.1037/0021-9010.90.6.1306

Brown, F. W., & Reilly, M. D. (2009). The myers-briggs type indicator and transformational

leadership. The Journal of Management Development, 28(10), 916-932.

doi:http://dx.doi.org.ezproxy.sienaheights.edu:2048/10.1108/02621710911000677

Johnson, R. E., Venus, M., Lanaj, K., Mao, C., & Chang, C. (2012). Leader identity as an

antecedent of the frequency and consistency of transformational, consideration, and

abusive leadership behaviors. Journal of Applied Psychology, 97(6), 1262-1272.

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Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A

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