In completing the questionnaires, I was able to validate some of my own assumptions. I found the results from my self critique and those of my colleagues aligned closely with my self-conception of leadership traits, skills and style that I practice. To highlight, my strengths are interpersonal and proficiency. My human score was the highest and my relationship score, in a “high range”, which is not surprising considering my field of work. The idea that my scores did not have much variation may imply I don’t have one dominant area or ability. New information that I did take away was that I would not typically consider myself to be a technical leader. That being said, Northouse (2018) shares that, “technical skills are knowledge about proficiency in a specific type of work or activity” (p. 44), I can appreciate how I demonstrate these skills. With my scores being so close, I went back to see how I answered certain questions relating to each skill domain. What I found interesting was that from my conceptual score, my desire to use those skills were high, in those questions I answered “very true”, however, when the question was practice focused I answered with more “occasionally true” responses. With this in mind, an opportunity for growth would be to serve my desire of utilizing those conceptual skills and embed them into my practice more consistently. In my position I am expected to carry out assigned organizational tasks, but what I could be more involved in, and practicing, is working with those ideas and concepts of the organization and questioning policy or strategy, when appropriate, to help foster quality improvements at a direct patient care level.

Northouse, P.G. (2018).  Leadership: Theory and Practice.  (8th ed.). Thousand Oaks, CA:  Sage Publications, Inc.