Key Leadership Capabilities Assessment Report

Section 1: Self-analysis/-reflection

The Quinn Management Questionnaire focuses on some factors like- mentor, producer, director, monitor, coordinator, broker, facilitator and innovator (Boger et al., 2015). According to my test result, it shows that I can be a good mentor and producer as I majorly emphasise on people development and as a mentor, I am helpful, sensitive, approachable and caring. I listen and appreciate my team members. Moreover, the test also shows that I am a task-oriented person and show great involvement and personal commitment that further enhances mu productivity. Furthermore, according to the test’s results, it shows that I have potential to set clear planning and setting for a business idea. In addition to that, I can also effectively describe and define problems and suggest effective alternatives for innovative idea to my team members. My nature also reveals that I like to monitor regular progress of my team rather than looking at their production. However, I have to improve my innovative skills and organizing nature that is to maintain external legitimacy and obtaining production resources from other team. I also think that this is important, as, building good reputation with other people is also very important. Additionally, I always maintain the structure of the system and encourage cooperation and coherence. This allows me to resolve conflicts among my team-members.

I can say this all the factors helps me to build my self-confidence that not only I can outperform in my business works but also able to manage my team with efficiency.

This diagnosis helps a person to evaluate their personal domain and relational domain. Chaouali et al. (2017) also defines that this ESCI test evaluates the self-awareness, self-management, social awareness and relationship management of an individual. After the test, I have found that I got 29 out of 35 that prove that I am good at self-awareness and I know my strength and weakness. On the other hand I have scored 38 out of 40 that signifies that I scored will in self-management skills that is I can overcome my weakness and suggest best possible solution to my team members or subordinates so that they can develop innovative ideas. In addition to that, in context of social awareness, I have scored 24 out of 35, which is neither bad nor good. This resembles that I have to improve in social awareness, interact more people and help them to develop so that I can run my business in the market. This interaction makes me an effective leader where my subordinates can share their problem with me without any hesitation. Moreover, in context of relationship management, I have scored 30 out of 40, which shows that I can well manage my relationship with other people but I have to improve the skills for ensuring effective leadership skills.   

I can relate the result with one of my experience where my friend is facing problem regarding managing the files manually. He is worried and looking for an effective idea. In that situation I thought that may be my suggestion may not be helpful for him or the idea will not suitable for the problem he is facing. But after suggesting that he may store the details in database of his computer so that it will be easy for him to update and fetch details easily, he felt grateful and decided to opt my suggestion for handling all the details in the file. Though this suggestion is not innovative but he may ale to operate the business operation fast with accuracy.  

Section 2: Literature Review

It is evident that high self- esteem makes people to solve their problems and low confidence. On the other hand, bad decision or poor business relationship does not affect them in taking ineffective decision in future. Gelaidan and Abdullateef (2017) on the other hand mention that some people who are confident in their career and often lack self-esteem. After he test results, I have learned that I have self-confident to handle tough situations and manage a team but sometime my past decision does not allows me to take risks regarding some decision. This is the prime reason that I fear to take innovative decision regarding my own business and prefer to opt tries- and- tested ideas. Moreover, this test also reveals that I can make good relationship with everyone and help them to overcome their adversity by suggesting them best possible solutions.

In this context, I recalled an incident when one of my friends behaves rudely with me but I did not have the courage to tell him at that moment that his behaviour is not ethical and correct. However, I tell him afterwards that he should control his anger and behave with generousness even if he is angry. This proves that I believe in building effective relationship and avoiding conflicts and this makes my team-member to rely on me and share their problem both professional and personal so that they can overcome the troublesome situation. Thus, I can say that as an entrepreneur I can well manage my team along with my business.

Maclellan (2014) portrays that self-confidence are of two types- general self-confidence and specific self-confidence. Blasch et al. (2014) moreover depicts that general self-confidence resembles the personality trait is usually developed in childhood; whereas the specific self-confidence signifies the situation of changing emotional and mental state depending on a specific condition.  Moreover, experience allows an individual to make judgments that is best suitable for the concerned condition and business. Feltz and Oncu (2014) furthermore stated that these two forms of self-confidence affects a person’s thoughts and drives their behaviour and emotions in in new and unusual circumstances but the specific self-confidence helps a person to perfume daily operation with better efficiency and effectiveness. Thus, it can be said the high level of both kind of self-confidence is essential for developing effective leadership skills.

Wolfram and Gratton (2014) stated that confident leaders have clear perception regarding the correct business decision and then strategize plans for the team. Self-confidence also enhances the courage that makes these people to tackle every situation. Thus, Antonakis and House (2013) affirms that people with effective self-confidence manage their team and encourage them work collaboratively to attain organizational objectives and these factors makes them a successful entrepreneur.  

A self-confident team leader knows all the competencies of their team member and helps them to overcome their difficulties. Daft (2014) thus stated that self-confidence allows a leader to understand the importance of team and let the team be responsible for them.

Confident leaders emphasises more on building constructive relationship with team members and subordinates and discuss ideas and perception with each other. Northouse (2014) thus mentioned that this procedure helps them to take decision on which everyone can agree and the probability for raising conflict can be diminished. (Popper & Mayseless, 2013) furthermore affirms that these leaders provide positive feedback both in the achievement and in failure of their team members so that everyone can get the motivation to work with best ability and drive success of a business.  

Section 3: Conclusion/Action Plan

Identifying successful business decision and opportunity is another advantage of self-confidence in leadership. Eragula (2015) describes that confidence makes a leader ambitious but not arrogant. The reason for this is that these leaders plan for accomplishing a specific job and they know that the approach they are taking offers successful results.

O’Neil et al. (2015) mentioned that identifying strengths helps an individual to evaluate the circumstance whether they can act effectively while identification of weakness allows them to improve further. Daft (2014) thus depicts that this improvement moreover develops their skills and competencies and enhances their leadership styles as they know how to overcome adversity and weakness.

Randolph-Seng and Gardner (2013) argued that not all business decisions are successful and hence an effective leader must possess the ability to take an alternative plan for resolving the failed circumstance. This courage offers them self-confidence and often success. Ehrhart (2015) also depicts that spending more time on productive activities and learning lessons from failures also allow them to not repeat the same mistake and this approach allows a person to take establish a new business effectively.

Eragula (2015) stated that it is important to consider and celebrate every small achievement as it provides them a self- confidence that they have accomplished a goal. Hackman and Johnson (2013) on the other hand depicts that it is easy to achieve short- term goals. Thus, individual have to divide their objectives into short- term goals for better outcomes. This not only helps them to build self-confidence but it also allows them to understand every stage of the objective clearly and also allows them to develop a clear vison and perception.

Goetsch and Davis (2014) describes that autocratic leadership is useful in critical situation like financial crisis, or sudden business adversities, in these cases, an effective leader not only suggest them best possible alternation but also direct them to adopt a particular decision. Thus, developing the skill to assess the situation, analyse the best solution for the business, and direct all the team members does not only provides confidence but also results in gaining trust from the subordinates. Moreover, adopting transformational leadership skills also helps leaders to suggest best alternative but in this context, subordinates can also participate in the decision-making procedures. Thus, team member can develop the sense of being valued by their managers and this ensures their reliability on them.

Activities	Benefits of activities	Timeframe
Embracing change	Identifying the aspects with which I am not comfortable is the major focus of this activity. Thus, I want to look for alternative ideas so that I can handle all the situations with efficiency. The prime benefit in this context is that, I can develop multiple solutions concerning a single problem and utilise the most effective idea depending on the situation in order to establish a new business.	2 weeks
Plan interaction with different people	I have planned to interact with other people of other team members and community in order to enhance my interaction and communication skills. This helps me to understand their perception and comfort areas. This activity also develops my self-confidence as an entrepreneur as I can interact with everyone. This also results in attaining team- bonding that is crucial for starting a new business.	2 weeks
Speak assertively	I have planned to think and speak positively, and give positive feedback to every team- member. Even if someone lacks knowledge, I will suggest them possible solution so that they can utilise to avoid those outcome in future. In this way, I can take liability of all my team member that on the other hand will provide me confidence that I can handle the team effectively.	2 weeks
Determining beliefs	In this context, I can gain knowledge regarding my strengths and my abilities to use that strength to take effective business decisions. This activity also allows me to notice ow many people favour my decision and consider mu decision as an effective one.	2 weeks
Evaluate those beliefs	I also have to consider the negative feedback and evaluate how I can develop my strength more so that all members can agree on my decision. After accomplishing this activity, I can assess whether I am an effective leader, who can manage the team with self-confidence.	3-4 weeks
Developing mind	In this activity, I have planned to improve my intellectual skills by doing extra- curricular activities that can help me to take challenging roles and projects. Thus, solving puzzles, giving self-esteem tests and other psychometric tests help me to evaluate my emotional intelligence level. Learning about global issues and improving vocabulary also enhance my knowledge and communication with diverse people.	3 weeks
Setting small goals	After learning this activity I may able to divide huge as well as small business work or project to even small modules so that I can gain better understanding regarding every part of the project. This makes my decision even more effective and helps me to enhance my self-confidence for attaining better understanding regarding my projects. This on the other hand allows me to make other understand the project.	4 weeks
Tracking progress	This progress allows me to evaluate whether I am achieving my set goals for improving myself as a person. I also plan to prepare a database to note down my progress and assess whether I have attained the desired goals for being an entrepreneur. In this way, I can assess whether or not I need extra development.	1 week

                                   Table 1: Action plan for development of self-confidence

                                                       (Source: Created by Author)

Reference:

Antonakis, J., & House, R. J. (2013). The full-range leadership theory: The way forward. In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. 3-33). Emerald Group Publishing Limited.

Blasch, E., Audun, J., Dezert, J., Costa, P. C., & Jousselme, A. L. (2014, July). URREF self-confidence in information fusion trust. In Information Fusion (FUSION), 2014 17th International Conference on (pp. 1-8). IEEE.

Boger, E. J., Hankins, M., Demain, S. H., & Latter, S. M. (2015). Development and psychometric evaluation of a new patient-reported outcome measure for stroke self-management: The Southampton Stroke Self-Management Questionnaire (SSSMQ). Health and quality of life outcomes, 13(1), 165.

Chaouali, W., Souiden, N., & Ladhari, R. (2017). Explaining adoption of mobile banking with the theory of trying, general self-confidence, and cynicism. Journal of Retailing and Consumer Services, 35, 57-67.

Daft, R. L. (2014). The leadership experience. Cengage Learning.

Ehrhart, M. G. (2015). Self-concept, implicit leadership theories, and follower preferences for leadership. Zeitschrift für Psychologie.

Eragula, R. (2015). “Confidence in Leadership. Advances in Economics and Business Management, 2(11), 1070-1072.

Esquivel, M. I. V., Tjernstad, C. D. B., Mac Quarrie, A., & Tamariz, M. I. (2017). Personal Growth and Leadership: Interpersonal Communication with Mindfulness into Action. In Encyclopedia of Strategic Leadership and Management (pp. 507-525). IGI Global.

Feltz, D. L., & Oncu, E. (2014). Self-confidence and self-efficacy. Routledge companion to sport and exercise psychology, 417-419.

Gelaidan, H. M., & Abdullateef, A. O. (2017). Entrepreneurial intentions of business students in Malaysia: the role of self-confidence, educational and relation support. Journal of Small Business and Enterprise Development, 24(1).

Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Hackman, M. Z., & Johnson, C. E. (2013). Leadership: A communication perspective. Waveland Press.

Le Fevre, D. M., & Robinson, V. M. (2015). The interpersonal challenges of instructional leadership: Principals’ effectiveness in conversations about performance issues. Educational Administration Quarterly, 51(1), 58-95.

Maclellan, E. (2014). How might teachers enable learner self-confidence? A review study. Educational Review, 66(1), 59-74.

Northouse, P. G. (2014). Introduction to leadership: Concepts and practice. Sage Publications.

O’Neil, D. A., Hopkins, M. M., & Bilimoria, D. (2015). A framework for developing women leaders: applications to executive coaching. The Journal of Applied Behavioral Science, 51(2), 253-276.

Popper, M., & Mayseless, O. (2013). Internal world of transformational leaders. In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. 237-263). Emerald Group Publishing Limited.

Randolph-Seng, B., & Gardner, W. L. (2013). Validating measures of leader authenticity: Relationships between implicit/explicit self-esteem, situational cues, and leader authenticity. Journal of Leadership & Organizational Studies, 20(2), 214-231.

Stacks, D. W., & Salwen, M. B. (Eds.). (2014). An integrated approach to communication theory and research. Routledge.

Wolfram, H. J., & Gratton, L. (2014). Gender role self-concept, categorical gender, and transactional-transformational leadership: Implications for perceived workgroup performance. Journal of Leadership & Organizational Studies, 21(4), 338-353.