Posted: May 1st, 2025

Personal Portfolio and leadership Plan

Same assignment just hello,  use Transformational Leadership Inventory ( attached) instead ofthe Multifactor Leadership Questionnaire (LMQ) in the personal assessmen,Also,add more info for the plan

Transformational Leadership Inventory
Purpose: The purpose of this questionnaire is to determine which style of
leadership you intend to use, transformational or transactional.
Instructions: To respond to the following questions, consider a time when you have
been a leader of a group. Read each of the following statements and select the
response that best describes your leadership behavior as a member of this group.
Key:
1.
1 = Strongly
2 = Disagree
3 = Neutral
4 = Agree
disagree
5 = Strongly
agree
I have a clear understanding of where my group is going.
1 2 3 4 5
2. I always give others positive feedback when they perform well.
1 2 3 4 5
3. I paint an interesting picture of the future for our group.
1 2 3 4 5
4. I give special recognition to group members when their work
is very good.
1 2 3 4 5
5. I am always seeking new opportunities for the group.
1 2 3 4 5
6. I commend others when they do a better than average job.
1 2 3 4 5
7. I inspire others with my plans for the future.
1 2 3 4 5
8. I frequently acknowledge others’ good performance.
1 2 3 4 5
Scoring and Interpretation
Write the number you selected for each question in the blanks in the following box.
Transformational Leadership
Transactional Leadership
1. ______
2. ______
3. ______
4. ______
5. ______
6. ______
7. ______
8. ______
Total: ______
Total: ______
Transformational Leadership (Identifying and Articulating a Vision):
Identifying new opportunities for a leader’s unit/division/company, and
developing, articulating, and inspiring others with a vision of the future.
Transactional Leadership (Contingent Reward): Promising or delivering
rewards to followers, contingent on their performance.
Your scores for each dimension (transformational or transactional) can range
from 4 to 20. In general, scores from 4 to 12 represent lower levels of your preference for the leadership style, and scores above 12 indicate higher levels of
your preference for the leadership style.
Source: Adapted from Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R.
(1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107–142.
CHAPTER 8
T r a ns f or m ation a l L e a ders h ip
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Personal Portfolio and Leadership Plan
Aqdar Almarhoon
Institutional Affiliation
Course
Professor’s Name
July 11, 2024
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Personal Portfolio and Leadership Plan
Introduction
My name is Aqdar Almarhoon, a healthcare professional from Saudi Arabia. I am
currently pursuing a master’s degree in respiratory therapy and have an undergraduate degree in
the same field from the University of Akron. I pursued my career in respiratory therapy because I
have always been passionate about helping those in need. Similarly, I consider leadership to be a
crucial component for improving healthcare services. Although I have not worked since I
completed my undergraduate program, I have gained significant knowledge, skills, and
experiences in leadership. For instance, during my clinical rotation, I took up a leadership
position where I learned and demonstrated significant leadership qualities essential for my
personal and career development. As a leader and healthcare professional, my responsibility is to
lead and inspire others to ensure quality care delivery and positive patient outcomes.
Personal Assessments and Results
There are various tools for analyzing leadership traits, strengths, and weaknesses. Some
of the instruments that I utilized include the Leadership Trait Questionnaire (LTQ), Skills
Inventory, Leadership Behavior Questionnaire, LMX-7, and Multifactor Leadership
Questionnaire (LMQ). (Northouse, 2018). LTQ is one of the tools that are used to assess
personal leadership characteristics. It involves 14 questions that help in gauging an individual’s
leadership traits, ranging from the ability to communicate effectively, and trustworthiness, to
being empathetic to others. In this case, I completed the questionnaire and asked my friends,
relatives, and coworkers for five other copies that would be used to compare the leadership traits.
The results indicate that I had a higher score than the average of the individuals who completed
the LTQ. I had a high rating of five points in most of the leadership traits like being articulate,
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self-confident and assured, dependable, friendly, and conscientious. I agree with these results
since I have demonstrated in clinical rotation the ability to articulate issues, communicate
effectively, and connect with others at a group and personal level. The finding from the LTQ also
indicates that I had a slightly lower rating in two leadership traits: determination and sensitivity.
This is because I tend to take a longer time to implement action and have a low tolerance for
mistakes.
I also completed a Skills Inventory assessment to determine my technical, human, and
conceptual leadership skills. According to Northouse (2018), this instrument is used to evaluate
leaders’ competencies and what they can accomplish. The scores show that I have a high range of
technical and human skills and moderate in contextual skills. For instance, I scored a total of 24
out of 30 points in technical skills and that is informed by my ability to look for details, make
things work, and complete assigned tasks within a stipulated time. Similarly, my high score of 25
out of points in human skills is connected to my tendency as a leader to adapt ideas, collaborate
with others, and provide a supportive environment for communication. However, I still need to
improve on how I work with abstract ideas to enhance my contextual skills.
Another important assessment that I completed is the Leadership Behavior
Questionnaire. This leadership instrument is designed to measure task and relationship behaviors
(Northouse, 2018). These behaviors are essential in my leadership development as they influence
how I engage and help others. I scored a very high range of 46 points in task behavior and 44 for
relationship. This implies that I am more likely to lead others with an emphasis on both tasks and
relationships as a leader. It also demonstrates my ability to define and assign clear tasks to my
followers and still make them feel comfortable.
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Consequently, I assessed my leadership as a healthcare professional using the LMX-7
instrument. This tool stands for Leader-Member Exchange and is used to evaluate an individual’s
leadership style (Northouse, 2018). It encompasses seven questions that help in describing how a
leader relates with followers. In this case, the results show that I had 31 out of 35 points, which is
a high LMX score. It also indicates my capability to provide high-quality exchanges with my
followers. Moreover, having high scores in this leadership category indicates that I have good
relationships with members of my group despite differentials. I concur with these findings
because I have demonstrated in my clinical rotation that I can use my power to help others and
solve problems at the workplace.
Finally, I learned about my leadership style by completing the Multifactor Leadership
Questionnaire (LMQ). This leadership assessment tool is used to evaluate leadership styles and
behaviors (Northouse, 2018). The results from this evaluation indicate that my leadership styles
are oriented to transactional and transformational approaches. This is why I scored higher points
in questions regarding my ability to influence, inspire, manage, and reward effectively. My
scores for the passive leadership style were low because I tend to take action before things go
wrong and actively engage in decision-making processes. In addition, the assessment indicates
that my orientation as an authentic leader is high since I am self-aware, internally motivated, and
practice rational transparency. Overall, the findings from the five leadership instruments have led
to the discovery of insightful information about my leadership traits, including strengths and
areas of improvement.
Leadership Development Plan
My leadership plan as a healthcare professional is to grow and become an effective and
influential leader in the field of respiratory therapy. Although I scored higher in most of the
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leadership areas assessed, I recognize the need to continuously develop and update my leadership
attributes, skills, and abilities in order to become a better leader. Crans et al. (2022) posit that
lifelong learning enables leaders to acquire knowledge and skills which enables them to adapt to
changes in the leadership landscape. One of my leadership plans is to enroll in mentorship
programs where I will learn about effective leadership skills. Similarly, I will also participate in
leadership workshops and training sessions and seek regular feedback from peers and mentors.
Some of the areas that I will focus on include determination and sensitivity leadership
traits. Results from the LTQ indicate that I performed slightly moderately in these areas, and thus
need improvement. I will also work on improving my leadership skills enhancing the ability to
contextualize abstract ideas and address complex organizational problems. Furthermore, my plan
will involve developing quality relationships with my followers and other leaders. These action
plans are essential since they can enhance my leadership competencies and skills.
Conclusion
Overall, the leadership assessment instruments revealed accurate information about my
leadership qualities and behaviors. These tools, including LTQ, LMX, leadership behavior, and
LTQ, allowed me to identify my strengths and weaknesses as a leader in healthcare. I now
understand that I am an articulate, friendly, and dependable leader. I also have strong abilities in
self-awareness, motivation, and transparency which are incremental to my authentic leadership.
However, I still need to work on a few areas, including sensitivity and determination to improve
my leadership portfolio.
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References
Crans, S., Aksentieva, P., Beausaert, S., & Segers, M. (2022). Learning leadership and feedback
seeking behavior: Leadership that spurs feedback seeking. Frontiers in psychology, 13,
890861. https://doi.org/10.3389/fpsyg.2022.890861
Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.