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Leadership Trait Questionnaire and Skills Inventory Assessment Analysis

Angelina Spaulding
OGL 300: Theory Practice of Leadership
College of Letters and Sciences
Arizona State University

Leadership Trait Questionnaire and Skills Inventory Assessment Analysis

Leadership Trait Questionnaire:
The first assessment, Leadership Trait Questionnaire (Northouse, 2015, pp. 38-39), is
intended to identify a combination of a leaders self-perspective and the perspective of the
followers in regards to the leader. This task is designed to provide a leader with a better overall
understanding of the impression followers have of the leader, and to determine if those views
are equal to what the leader perceives the followers view the leader as. In the case of the selfassessment, the example noted that leader self-rated higher than the followers actually rated
the leader.
When the assessment was personally conducted, with three observers plus myself, the
findings were not similar to the example in the readings. The self-rating and the observer
ratings were all very similar, without and major deviations in any of the results. There is one
area of the assessment to note. The only point that was not similar in self-rated versus
observer-rated is number eight, Dependable. I self-rated myself at a five, because I feel or at
least like to believe, that I am very dependable. However, two of the three solicited responses
resulted in a neutral result. This was the most shocking, as it is an aspect that is valued as an
important trait to have. Being more of oneself, versus the perceptions of one's self from
anothers view, will help provide a more keen awareness of how my communication styles
influence others idea of who I am as an individual and a leader.
Skill Inventory:
The skills inventory questionnaire is intended to identify the three skills that Katz (1955)
recognizes as what, ...effective administration (i.e. leadership) depends on technical skills,
human skills and conceptual skills (Northouse, 2015, p. 44). Technical skills, ...includes
competencies in a specialized area, analytical ability, and the ability to use appropriate tools and
techniques (Northouse, 2015, p. 44). Human skills are relations-oriented skills that are more
commonly referred to as people skills (p. 45), that are helped to utilize emotional and

relationship tactics to empower followers (Northouse, 2015). Finally, conceptual skills are the
ability to work with ideas and concepts (Northouse, 2015, p. 45). These three skills are used to
rate the competencies required at the three different levels of management: supervisory, middle
management and top level management (Northouse, 2015).
After completing the self-assessment the result were not overly surprising. The scores
were all within a similar numeric range. The most recognized skills base are the human
oriented skills. Followed by conceptual skill, lastly technical skills. As a leader that attempts to
utilize more relations-oriented practices over task-oriented practices, the results were expected.
Even though I do strive to have stronger technical ability in a more mechanical sense. The
technical skill set is not one that is eluding.

Northouse, P.G. (2015). Leadership: Theory and practice (7th Ed.). Washington, D.C.: Sage
Publications, Inc.