Running head: LEADERSHIP ASSESSMENT: AFFIRMING LEADER
Leadership Assessment: The Affirming Leader
DeAndrea Lynne Moore
PADM 7607
Public Management Leadership
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LEADERSHIP ASSESSMENT: THE AFFIRMING LEADER
“Before you are a leader, success is all about growing yourself. When you become a
leader, success is all about growing others – Jack Welch.“
Leadership is an attribute that many professionals seek to obtain through
education, career experience, and professional development workshops. Leadership is not
based on the achievement of a position within a hierarchy system; it is based on the
effectiveness to lead others within an organization. Effective leaders recognize their
strengths and weaknesses, utilizing both characteristics to accomplish the mission and
goals of an organization, as well as implement change. Leadership is complex, involving
an array of assessment skills and a series of characteristics that the leader brings to a
particular setting (Van Wart, 2011. p.3). Therefore, it is important to evaluate one’s
personal leadership style and discover the necessary tactics to navigate through effective
leadership within any organization.
In the book entitled, the 8 Dimensions of Leadership, the authors identify eight
categories in which a person can discover his/her leadership style by taking an online
assessment based on various interpersonal scenarios. The responses received from the
situation analysis are used to determine one’s leadership style and development within an
organization. The eight leadership styles are Affirming, Inclusive, Humble, Pioneering,
Commanding, Deliberate, Resolute and Energizing. The eight categories identify various
characteristics for each type of leadership style and common behaviors associated with
leading an organization. The book serves as a foundational tool to identify one’s
leadership style, strengths and weaknesses; thereby, assisting in one’s ability to become a
more effective leader.
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The Affirming Leader
In the Disc Assessment, I was identified as an Affirming leader. The Affirming
leader desires to create a sense of family within an organization. This type of leader
obtains the attributes of Maslow’s theory of need, which is providing a sense of
belongingness, family, and team-like culture within an organization. In turn, creating the
framework for employees to embody the vision of the core mission and values of the
program (Bolman & Deal, 2008). The Affirming leader desires to inspire people around
him/her to succeed, engage in open communication, and creates a positive atmosphere
through collaborative efforts. These efforts provide each employee with the perception of
being on a team and contributing a significant role to the growth of the organization. The
job of this leader is one of support and empowerment. Support takes a variety of forms:
letting people know they are important and that managers are concerned about them;
listening to find out about their followers’ aspirations and goals; and, communicating
personal warmth and openness (Jacobs, Bolman and Deal, 1991, p. 359). Creating a
personal connection with each employee is imperative to this leadership style.
The Affirming leader is strong in building lasting relationships and celebrating the
successes of the team. This leadership style is not self-indulged nor ego “happy”, but
utilizes inclusive steps to include the team in decision-making. As a result, relationships
are important to this leader, as well as being accepted by others. This leader seeks to
bring warmth to an organization, positive outlooks and cohesion among managers and
employees. The Affirming leader also understands the trials of life and is patient with
other members on the team.
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Optimism is one of the strengths of the affirming leader, in addition to possessing
the ability to be open-minded to other’s perspectives and/or opinions. This leader
recognizes that people are the heartbeat of the organization and that they should have the
autonomy and resources to do their jobs well (Bolman & Deal, 2008). An affirming
leader is a catalyst and facilitator who motivates subordinates by utilizing their listening
skills to create an atmosphere of two-way communication in order to gain commitment
and loyalty (Jacobs, Bolman & Deal, 1991, p. 359). The affirming leader is also flawed
and weaknesses should be addressed to be more effective within an organization.
Weaknesses: The Affirming Leader
As the Affirming leader is proficient in creating a positive atmosphere within
workplace relationships, the framework that this leader uses to address structure, strategy
and implementation can portray this leader to be ineffective. As a result of this interest in
personality and emotions, the affirming leader lacks the structural framework of
clarifying the lines of authority and focusing on the tasks, facts, and outcomes of their
employees (Bolman & Deal, 2008). This leader is not driven by quantitative or
qualitative results, such as employee evaluations or customer satisfaction surveys, but by
establishing interpersonal relationships. The affirming leadership style can be ineffective
in communicating expectations or deadlines for the department or organization. This
weakness allows subordinates to abuse the autonomy given by the affirming leader and
takes advantage of the empathy given from affirming leaders. In addition their
limitations, the affirming leader is less likely to be direct with others and address any
mistakes or critical observations on levels of performance. Moreover, affirming leaders
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are typically naïve and provide people with “face-value” trust, without identifying
dishonest or manipulative patterns.
These flexible and open leaders are deliberate in communicating with others and
lack the effectiveness to convey expectations to them without accepting excuses. The
affirming leader desires to belong and be accepted within the organization, and is less
likely to handle conflict. Furthermore, these leaders are also less likely to challenge the
ideas of others or provide strong feedback, when necessary (Scullard, Sugerman &
Wilhelm, 2011).
The affirming leader’s demeanor is so positive and optimistic that confronting
challenges within the workplace is a difficult task for some. For example, the leader will
turn down an opportunity to learn a new skill, sit on a challenging legislative board, or
disagree with the structure of a program/task, in order to be harmonious and avoid
conflict with anyone. The affirming leader has strong desires to be accepted and
connected to others, in order to gain a “team-like” atmosphere. When affirming leaders
are disconnected from an organization and lacking personal fulfillment, it is difficult for
them to be effective in an organization.
Lastly, the affirming leader avoids complex analysis or situations. The affirming
leader is satisfied with just enough, not festering over the issues, the complex diagram
and making tough decisions that may affect others, especially their means of financial
stability. The affirming leader is geared towards emotions, relationships, peace and a
sense of cohesiveness with others.
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Affirming Leader and Career Goals
The Affirming leader has been described as warm and compassionate towards
others and a people person, which relates to my career goals. My career aspirations
include interests in local government, public health, and healthcare policies. I have
interests in interagency collaborations between hospitals, education institutions, and
government programs focusing on positive outcomes within the community. My current
focus is on the federally funded Affordable Health Care Act and the effects of its
implementation on the healthcare of Tennesseans, healthcare policy and patient care.
Specifically, the positions that I would like to reach in my career path are Government
Relations Coordinator, Public Health Coordinator, Community Healthcare Program
Director, and Director of School Coordinating Healthcare. My ultimate career goal is to
become the Vice President of Government, Advocacy and External Relations within a
hospital or medical educational institution. I aim to assist in the access and improvement
of healthcare within the United States, healthcare policies and the overall health of
Americans. These career goals may seem challenging, but striving for it will be a
continuous effort.
When looking at my career aspirations and the wide spectrum of positions in
which I would like to achieve, helping others is the foundation of my compassion for:
Creating a harmonious atmosphere with various organizations to improve the health of
Americans. As an affirming leader I have the characteristics to increase company morale,
provide a family-like culture, praise the successes of others and the team, as well as,
maintain open communication, and balance of being authoritative and sensitive. Although
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I am compassionate and optimistic in my leadership approach, and my ability to empower
others; I have the tendency to provide too much autonomy among subordinates. This
opens me to be viewed as a pushover in certain situations.
It is imperative that affirming leaders embrace their strong attributes, to create an
atmosphere in which an organization can provide a holistic culture for employees. The
affirming leader must address the weaknesses that could hinder the growth, mission and
goals of the organization. Affirming leaders must be able to balance their desire to build
lasting relationships and the acceptance of others, to be results driven, focused, direct,
and open to challenges to ultimately reach the overall outcomes of the organization.
Leadership Weakness Development
The Disc assessment associated with the book, 8 Dimensions of Leadership,
outlined several weaknesses of the affirming leader. The weakness I identify with the
most is aversion to conflict. This weakness occurs when conflicts arise and the affirming
leader takes an indirect path or position. The affirming leader is also less likely to provide
tough feedback even when it is needed. The affirming leader is diplomatic in most
situations and tries to stay away from tough situations that involve conflict and/or
disagreements. In addition, these leaders tend to take on responsibility when they are
involved or indirectly involved in a conflict, as well as being a peacemaker in some
situations.
This leadership weakness is one I have become aware of since starting this course.
At first glance, I did not recognize this trait as a weakness. As I assessed the
characteristics and discovered literature regarding conflicts, I accepted the truth within
myself: I do avoid conflict situations. Most recently at my job, I found myself not
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wanting to confront a situation in which I was involved. I tried to be a peacemaker and
not stand up for myself. The workplace situation occurred based on an email that was
sent to several key stakeholders, in which I was accused of not following proper protocol
(when in fact I did). However, the person sending the email did not properly check the
facts. Instead of instantly replying back in an email to this higher-ranking employee, I
tried to ignore the accusation and let the proof be shown in the end. Nevertheless, my
supervisor encouraged me to send an email, copying the same stakeholders the accuser
had copied. I outlined the steps I took with this project and stated profusely that the
accusations were inaccurate. After sending the email, I felt dispirited about the actions
taken. The following day, I received an email from this person with an apology
expressing sincere regret for not checking the facts first.
After conflict within this organization, I finally understood my leadership style
and the weakness that I thought was irrelevant. I always saw myself as direct, ready to
deal with any situation, an over-comer and fighter regarding workplace issues. Realizing
this weakness was very prevalent in my acceptance of this leadership style and realizing
how it can impact my abilities within my future career.
As a public administrator, it is imperative to obtain the necessary skills to deal
with conflict within any organization. It is essential that an administrator recognize the
nature of conflict for what it is (Derr, 1972). To assist my skills in dealing with conflicts,
I obtained a book entitled, Dealing with Conflict and Confrontation. This book teaches
professionals and mangers how to keep cool, stand their ground, and reach a positive
solution in conflicting situations. The book outlined the various reasons why conflict is
not always a negative situation and can yield positive results, such as “producing change
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for the better, new innovations, new ideas, and bringing positive behavioral changes
within an organization (Rhodes, 2006, p. 5).” The book outlined several strategies on
how managers should deal with conflict.
To properly handle conflict, it is necessary to analyze the situation and decide if it
is a conflict or disagreement. Disagreements are opinions about facts, interpretations of
reality, and accusations of misconduct. Conflict is a perceived divergence of interests, or
a belief that the parties’ current aspirations or goals cannot be achieved simultaneously
(Rhodes, 2005). The book further outlines primary reasons for conflicts and whether
someone holds an interest or position within the conflict. A position is what a person
wants and an interest is why you want it –your motivation behind it. When dealing with
conflict, one must be able to separate personal feelings or wants, for the betterment of the
organization, as well as speaking up for what is morally right (Rhodes, 2006).
To handle conflict within an organization and improve the weakness of the
affirming leader, it is important to utilize conflict-resolution strategies. Conflict –
resolution strategies assist the affirming leader in overcoming weaknesses and
communicating thoughts in adverse situations. To best address weakness, an affirming
leader should consider utilizing skills in bringing people together and creating a dual
concern model, which is a theoretical approach in evaluating multiple interest of others,
such as employees, colleagues, subordinates, organization meetings or situations that he
or she is involved. The dual concern model provides the best chance for improved
relationships within an organization (Rhodes, 2005). The dual concern model is an open
communication approach of coming to an agreement in which all parties will be satisfied;
therefore, creating an atmosphere of cooperation and resolution. Some strategies an
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affirming leader can use to resolve conflicts within an organization are yielding,
withdrawing, inaction, contending, and problem solving. The type of strategy that one
can use is dependent on his attitude towards meeting one’s own goal or being concerned
about other people meeting their goal. The strategies outline several outcomes: yielding
is giving in to the other person; withdrawing is the abandonment of conflict, physically or
psychologically; inaction is a unilateral approach from a non-coping strategy arising from
procrastination or denial; contending is forcing others to give into an attitude that only
you can/must win; and problem solving is combining the concerns of both parties with
resolution tactics to reach an agreeable outcome (Rhodes, 2006, p. 8 -30).
The five strategies that the book outlined are dependent on the importance of
meeting one’s own goal, another other’s goal, or coming to a common ground to meet the
expectations of the organization. The best way for an affirming leader to handle conflict
within an organization is using the strategy of problem solving. The problem solving
strategy involves applying four preconditions in order to be successful; “A concern for
mutual gain, flexible solutions and firmness on interests, creativity and separate people
and the problem (Rhodes, 2006).” When these preconditioned steps are taken, the
affirming leader can then determine if the situation is a disagreement or true conflict. If it
is a true conflict, it is important for the affirming leader to analyze the interests of both
parties, outline those goals, discuss the problem, and look for possible solutions that can
satisfy all participants. When these conflict-resolution steps are used within a situation,
the organization and the parties involved will benefit in efficiency, maintaining or
improving workplace relationships and the opportunity to work together to reach
agreements in the future (Rhodes, 2006).
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The role of a leader is to empower and support subordinates, create a team
atmosphere, provide autonomy and resources to achieve the organization’s goal
successfully, and develop two-way communication to manage conflict as productively as
possible. Above all, an effective leader needs to use his power carefully. Leaders cannot
give every group within the organization everything it desires, although leaders can try to
create arenas for negotiating differences and developing reasonable compromises
(Jacobs, Bolman & Deal, 1997, p. 361).
In conclusion, the affirming leadership style has helped me identify the type of
leadership skills and traits I possess, as well as, those weaknesses in which I should strive
to improve. I believed the Disc assessment was accurate in its description of my
leadership style. I am a leader that enjoys making others feel a part of a team,
encouraging others, building a sense of connection with others and having open
communication with my colleagues. Furthermore, I enjoy seeing my team members come
up with great ideas, being spotlighted for their achievement, as well as understanding the
ups and downs of their lives. In spite of these strong traits, I convey leadership
weaknesses in which I can be perceived as a pushover, too understanding, and not firm in
my abilities to be an efficient leader.
Lastly, it is difficult for an affirming leader to give tough feedback to
subordinates, fight for personal ideas among colleagues, and confidently address conflict
within an organization. The weaknesses of being an affirming leader can hinder my
ability to be an effective leader, set goals, and hold employees accountable to attain the
goals of the department or organization. It is imperative to identify the characteristics of
the affirming leadership style and utilize journal articles, workshops, and leadership
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development conferences to assist in my success and development as an effective leader.
I strive to be a leader who is not only personable, fair, and understanding, but a leader
who is reliable in my leadership abilities to get the job done, provide feedback, and
results driven in achieving the mission and goals of the organization.
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References
Bolman, L. G., & Deal, T. E. (1991). Reframing organizations: Artistry, choice and
leadership (2nd ed.). San Francisco: Jossey-Bass.
Bolman, L. G. & Deal, T. E. (2008). Reframing organizations: Artistry, choice and
leadership (4th ed.). San Francisco: Jossey-Bass.
Derr, B., (1972) Conflict resolutions in organizations: Views from the field of
educational administration. Public Administration Review, v32, 495-501.
Jacobs, R. M. Theories of practice: The human resources frame (PDF document).
Retrieved from www83.homepage.villanova.edu/richard.jacobs/.../human.pp
Scullard, M., Sugerman, J., & Wilhem, E. (2011) The eight dimensions of leadership:
Disc strategies for becoming a better leader. San Francisco: Berrett Koehler
Publishers.
Rhodes, H. (2005) Dealing with conflict and confrontation: How to keep your cool,
stand your ground, and reach a positive solution. Park University Enterprises.
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