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Leadership Style Self Assessment

Kalyn Skinner
Auburn University/ Auburn University Montgomery

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Effective leadership, in my opinion, is displayed when a leader
promotes characteristics of all leadership styles. The multidimensional
leader or situational leader displays characteristics of the
transformational and transactional leader based on the situation. After
reading the literature on leadership and the characteristics style I
personally see myself as a transformational leader. To test this theory, I
have completed the Multidimensional Leadership Questionnaire (MLQ).
The MLQ is a 21-question survey that assesses individuals leadership
characteristics. Each question is rated on a scale of 0 to 4, 0 being
never and 4 being frequently, if not always. There are 4 characteristics
of a transformational leader assessed: idealized influence, inspirational
motivation, intellectual stimulation, and individualized consideration.
Three components of a transactional leader: contingent reward,
management by exception-passive and active, and the no leadership
style or laissez- faire (Muenjohn & Armstrong, 2008). The categories
that I received the highest score in were individualized consideration
and contingent awards. Receiving the highest scores in these
categories indicates that I have an interest in others well being, assign
projects individually, pay attention to those who seem less involved in
the group, show others what is expected of them and provide awards
when task are completed (Bass & Avolio, 1992). Receiving high score
in the transformational, as well as transactional categories indicates

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that I am a multidimensional leader. This form of leadership, in my
opinion is essential to effectively lead others.

The transformational leader is one that embraces change and

guides others to see the need for the change. The ultimate goal of
transformational leadership is for the leader and the followers to
discover meaning and purpose in relation to their work, in addition to
growth and maturity (Smith, 2011, p.42). The practice of
transformational leadership style will encourage others to develop
leadership characteristics (Smith, 2011). The transactional leader
promotes motivation among subordinates and achieves self-interest
from individuals by providing rewards and punishment for tasks
(Ahmid, Adi, Noor, Rahman, & Yushuang, 2013). As a new nurse, I do
not believe that I portrayed characteristics of any style of leadership; I
did not see the importance of leadership for all nurses, only those in
leadership positions. After beginning the bachelors program at AUM, I
quickly learned the importance of having leadership characteristics, no
matter what role you play. After about one year of working in the ICU
there was a turn over of over 25 nurses and most of these nurses were
seasoned nurses. The turn over was due to poor management and lack
of teamwork among staff. This left me with a decision, either quit with
everyone else or step up as a leader of the unit and show others how
to overcome the negativity. I made the decision to stay and joined the

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unit council, ICU committee, and stepped up as a charge nurse for the
unit. I have been a nurse now for almost two years and I am in no way
an experienced nurse but I feel that my co-workers respect me
because I am always willing to step up and help others in need and
have made myself a good resource for others to approach when there
is a problem.

As a professional nurse, in todays society, I believe that all

nurses should display characteristics of a leader. Healthcare is
continuously changing and over the next several years change will be
seen even more dramatically. Therefore, it is imperative for all nurses,
no matter what setting, to be a promoter of change and display
leadership characteristics. My hope is that I will encourage others to
embrace the same philosophy I have and be a model for change
among their coworkers.

References
Ahmad, A. R., Adi, M. N., Noor, H. M., Rahman, A. G., & Yushuang, T. (2013).
The influence of leadership style on job satisfaction among nurses. Asian Social Science,
9(9), 172-178. doi: 10.5539/ass.v9n9p172
Bass, B. M., & Avolio, B. J. (1992). Multifactorial Leadership Questionnaire.
Retrieved from
http://www.raf.mod.uk/.../225E12CC_5056_A318_A8540E816A0AB47A.doc
Muenjohn, N., & Armstrong, A. (2008). Evaluating the structural validity of the
Multifactorial Leadership Questionnaire (MLQ), capturing the leadership factors of
transformational-transactional leadership. Contemporary Management Research, 3(14),
3-14. Retrieved from www.cmr-journal.org/article/download/704/2045
Smith, M. A. (2011). Are you a transformational leader? Nursing Management,
42(9), 44-50. doi: 10.1097/01.NUMA.0000403279.04379.6a