Index IntroductionReflection on Clifton's StrengthsPersonal Leadership StylePersonal Strengths in Relation to Transformational LeadershipPersonal Weaknesses in Relation to Transformational LeadershipRecommendations and Actions to Improve the Effectiveness of Personal LeadershipSMART Goals short termAction Plan for SMART Goal SuccessConclusionIntroductionA personal strengths assessment is a tool that must be understood to effectively guide people. An effective leader must know how to achieve goals by motivating the team. There are many strengths that translate into leadership styles used to motivate teams. Identifying and using a formal leadership style will help you become an effective leader. Using your strengths while riding comes naturally to most. Weaknesses must be mitigated with actions aimed at achieving results. The purpose of this article is to explain the exploration and evaluation of my personal leadership style, explore leadership strengths, identify weaknesses, and in turn, set timely goals for accountability as a leader. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay Reflection on Clifton's Strengths According to Clifton's Strengths Assessment, success depends on five distinctive themes that can be used to identify strengths to improve overall personal performance. The Clifton Strengths Assessment is something I completed a few years ago, as well as for this program. I compared my results and they were very different. I believe my strengths have changed through professional development, leadership experience, and the maturation of my emotional intelligence. I was not surprised by my findings. My top five strengths in order are meaning, leadership, responsibility, focus and input. I have always wanted to be significant. I'm not sure if I was this way by nature or childhood circumstances, however, from a young age, I wanted to be recognized for my accomplishments. I have thrived as a young mother, wife, entrepreneur and currently as a nurse leader. I used my independence to quickly move up the nursing career ladder, becoming a young leader. I really enjoy success and recognition. In my professional life, I like to be recognized for my success. Working is a pleasure for me and I spend a lot of time focused on my professional responsibilities. I am proud when people respect me and appreciate my network of like-minded people. From a young age, it was natural to take on responsibility. Commanding is easy for me. I was a latchkey child, who had a lot of personal responsibilities at the age of 6. As an adult, I feel I am an expert at taking charge of situations. I use command to have some control over how something can affect me. I am quick to form opinions and make decisions. When I encounter a conflict, I quickly address the situation for a quick resolution, so that I can move forward promptly and not look back. Honesty and clear expectations are strong values ​​for me. I like to set expectations with teams and clear goals with a plan to execute. Honesty is my best policy. I've been called bossy at times, but I'm usually the first to volunteer and have a really assertive attitude. I live by the code that I keep my word. I take responsibility extremely seriously. I am the first to intervene first, but whenI make a promise to keep or commit to a deadline, for me it's hard and fast. I don't make excuses. I cannot accept unfinished business. When I have a goal, I have to achieve it. From time to time I take on too much responsibility. I am extremely focused in my life. I often create checklists, review them, and prioritize them daily. I do this in both my personal and work life. I always try to be as efficient as possible. I really pride myself on my time management and ability to accomplish so many things every day. I'm not well, when there is no purpose. I always have to work for something. Sometimes I shy away from activities that aren't directly addressing my goals. Input is the fifth strength identified. I consider myself well connected with a network of professionals and life experiences. I enjoy traveling to many places, asking lots of questions, and volunteering to try things I've never done. I use these experiences to quickly make personal connections when interacting with people. It's a networking technique and icebreaker. I think people can relate to me when I use this technique. Understanding and exploring all five of Clifton's strengths, Meaning, Leadership, Responsibility, Focus, and Input, will help me develop my action plan as a leader moving forward. Personal leadership style The definition of leadership that fascinates me is a dynamic process, they mobilize to achieve extraordinary goals, they use five practices: inspire the model a shared vision, challenge, allow others to act and encourage the heart (Aalateeg, 2017) . It's important to note that everything is constantly evolving. Corporate goals, projects, interests must change to remain relevant. Teams must be cohesive and adaptive to the organization's larger goals. The transformational leadership style has been linked to increased job satisfaction and reduced attrition, it is a way to increase strength and relationships between teams to higher standards. A transformational leader must guide the group towards personal and professional development in line with organizational objectives. A transition leader must have employees' interests and buy-in to motivate the team to work towards organizational goals. Personal Strengths as They Relate to Transformational Leadership My personal strengths are directly related to transformational leadership. Three that will be discussed are relationship building, honesty, and self-reflection. There are many challenges in developing relationships. I spend time getting to know my colleagues, letting them know that I care, appreciate and respect them. According to Rolfe, building relationships is based on the leader's recognition of the results achieved, including them in the decision-making process and giving them a voice are fundamental to transformational leadership. Using the strength of input identified by Clifton, I effectively use my database of recognizable experiences to get to know people and build relationships. In turn I gain trust and can use it to motivate people towards organizational goals by working on the formation of working groups and committees. It is important that people feel included in the decision-making process and feel listened to by a genuine ear that is open-minded to their point of view (Rolfe, 2001). Honesty is my best policy. Leaders must make difficult decisions aligned with the organization's strategic plan that are not always the popular choice for the team. It is usually part of the greater good of the organization. The impact on the team may sometimes not be in their favor. It is important to collaborate and develop aplan within the parameters of the decision, with the team. This is the time when the leader must be honest with the team (Rolfe, 2001). Using honesty and sharing relevant details will gain trust, foster open collaboration and it is important that this is done by sharing honestly. Using the transitional leadership style, team collaboration based on the leader's honesty can help motivate the team to move toward organizational goals. Finally, self-reflection is one of the most powerful strengths. Leader self-reflection helps me identify where I stand in relation to the organization's goals and strategic plan. The visions of the Transformational Leader must be recognized and aligned with the organization. Having an understanding of the reconciliation between my position and the organization will allow me to be led effectively using the transformational leadership style. I can use this reconciliation to bridge the differences between the organizational strategic plan and my own to guide the team toward larger organizational goals that are not mine. Personal Weaknesses as They Relate to Transformational Leadership With strengths, must come weaknesses. My identified weaknesses include being perceived as bossy, taking on too much responsibility, and a lack of structure in my leadership style. Being bossy is a weakness directly opposite to what a transformational leader is. Transformational leaders are team builders, encouraging the team to be empowered to create change and grow professionally. But bullying can destroy the leader, the organization and the team. Bullying and the repeated imposition of the leader's opinions sabotage organizational goals, demotivate people and decrease job satisfaction. Taking charge is important for transformational leadership, but bullying must be mitigated to be effective. Taking on too much responsibility is something I'm very familiar with. I know I have a hard time saying no. Transformational leaders must delegate to be successful. They must build teams invested in organizational goals. The concept of shared leadership, which is in line with Transformational Leadership, is preferable. Control and micromanagement will destroy the leader and staff (Kerfoot, 2013). Taking control or all responsibilities without delegation impedes group contribution. Great things can happen if there is team synergy. The third weakness identified is the lack of team structure. According to Kerfoot, teams thrive with a team structure. A structure promotes democratic and participatory planning by a trusted group, close to the Transformational Leader. This is a leadership tree that includes the Leader and the team that manages the vision which in turn reaches the wider team that is at the forefront. Recommendations and Actions to Improve Personal Leadership Effectiveness Improvements in leadership effectiveness will be dynamic and revisited by me as often as necessary in the future. The weaknesses discussed above: bullying, taking on too much responsibility, and lack of team structure are destructive to the effectiveness of transformational leadership. Bullying won't get me far in leadership. Instead of following my own ideas and direction, I have to become part of the team. They have to see me as part of the group. I have to work alongside them to truly guide them. I need to understand their ideas and share common values, concerns and experiences. Taking on too much responsibility will lead to fatigue and burnout. The workload must be delegated and delegation is a very important action to improve my effectiveness.