MBA FPX5002 Assessment2 1.docx MBA-FPX5002 Strengths and Growth MBA-FPX5002-MBA Leade

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MBA FPX5002 Assessment2 1.docx MBA-FPX5002 Strengths and Growth MBA-FPX5002-MBA Leadership Introduction It is too idealistic to believe that one person can have it all when it comes to being a ... leader. Having all the characteristics one needs to perform at their best and to lead a team, with no flaws or what we could call opportunities for growth. There is no one person like that, and we as a collective can have strengths that another lacks and weaknesses where another has a strength in. This is what can make a diverse team and a person who is aware of their strengths and areas for growth can pose to be an effective leader. The following discussion is based on personal assessments that I have taken to test what are my strengths and opportunities for growth. I have decided to ask three different levels of people in my life. My coworkers, who do not personally know me, my friends who know me better than my coworkers, and my mother who knows me best. My Strengths For this project, I took three different assessments. The first being the Total Leadership assessment based on Stewart Friedman™s theory (Friedman, 2020). My total score was 71 out of 90. My highest sub score in the assessment was innovation. In this category I seem to have a good grasp on keeping my eyes on the price and focusing on results of my work. I also like to question old ways or traditional ways of doing certain processes. If I can find a more efficient way of doing something, I am not afraid of experimenting and trying things outside. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]

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