Oluwaserere Akerele
Your Signature Themes SURVEY COMPLETION DATE: 11-30-2023
DON CLIFTON
Father of Strengths Psychology and Inventor of CliftonStrengths
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Oluwaserere Akerele SURVEY COMPLETION DATE: 11-30-2023
Many years of research conducted by The Gallup Organization suggest that the most effective people are those who understand their strengths and behaviors. These people are best able to develop strategies to meet and exceed the demands of their daily lives, their careers, and their families.
A review of the knowledge and skills you have acquired can provide a basic sense of your abilities, but an awareness and understanding of your natural talents will provide true insight into the core reasons behind your consistent successes.
Your Signature Themes report presents your five most dominant themes of talent, in the rank order revealed by your responses to CliftonStrengths. Of the 34 themes measured, these are your "top five."
Your Signature Themes are very important in maximizing the talents that lead to your successes. By focusing on your Signature Themes, separately and in combination, you can identify your talents, build them into strengths, and enjoy personal and career success through consistent, near-perfect performance.
Positivity
You are generous with praise, quick to smile, and always on the lookout for the positive in the situation. Some call you lighthearted. Others just wish that their glass were as full as yours seems to be. But either way, people want to be around you. Their world looks better around you because your enthusiasm is contagious. Lacking your energy and optimism, some find their world drab with repetition or, worse, heavy with pressure. You seem to find a way to lighten their spirit. You inject drama into every project. You celebrate every achievement. You find ways to make everything more exciting and more vital. Some cynics may reject your energy, but you are rarely dragged down. Your Positivity won’t allow it. Somehow you can’t quite escape your conviction that it is good to be alive, that work can be fun, and that no matter what the setbacks, one must never lose one’s sense of humor.
Strategic
The Strategic theme enables you to sort through the clutter and find the best route. It is not a skill that can be taught. It is a distinct way of thinking, a special perspective on the world at large. This perspective allows you to see patterns where others simply see complexity. Mindful of these patterns,
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you play out alternative scenarios, always asking, “What if this happened? Okay, well what if this happened?” This recurring question helps you see around the next corner. There you can evaluate accurately the potential obstacles. Guided by where you see each path leading, you start to make selections. You discard the paths that lead nowhere. You discard the paths that lead straight into resistance. You discard the paths that lead into a fog of confusion. You cull and make selections until you arrive at the chosen path—your strategy. Armed with your strategy, you strike forward. This is your Strategic theme at work: “What if?” Select. Strike.
Learner
You love to learn. The subject matter that interests you most will be determined by your other themes and experiences, but whatever the subject, you will always be drawn to the process of learning. The process, more than the content or the result, is especially exciting for you. You are energized by the steady and deliberate journey from ignorance to competence. The thrill of the first few facts, the early efforts to recite or practice what you have learned, the growing confidence of a skill mastered—this is the process that entices you. Your excitement leads you to engage in adult learning experiences—yoga or piano lessons or graduate classes. It enables you to thrive in dynamic work environments where you are asked to take on short project assignments and are expected to learn a lot about the new subject matter in a short period of time and then move on to the next one. This Learner theme does not necessarily mean that you seek to become the subject matter expert, or that you are striving for the respect that accompanies a professional or academic credential. The outcome of the learning is less significant than the “getting there.”
Achiever
Your Achiever theme helps explain your drive. Achiever describes a constant need for achievement. You feel as if every day starts at zero. By the end of the day you must achieve something tangible in order to feel good about yourself. And by “every day” you mean every single day—workdays, weekends, vacations. No matter how much you may feel you deserve a day of rest, if the day passes without some form of achievement, no matter how small, you will feel dissatisfied. You have an internal fire burning inside you. It pushes you to do more, to achieve more. After each accomplishment is reached, the fire dwindles for a moment, but very soon it rekindles itself, forcing you toward the next accomplishment. Your relentless need for achievement might not be logical. It might not even be focused. But it will always be with you. As an Achiever you must learn to live with this whisper of discontent. It does have its benefits. It brings you the energy you need to work long hours without burning out. It is the jolt you can always count on to get you started on new tasks, new challenges. It is the power supply that causes you to set the pace and define the levels of productivity for your work group. It is the theme that keeps you moving.
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Relator
Relator describes your attitude toward your relationships. In simple terms, the Relator theme pulls you toward people you already know. You do not necessarily shy away from meeting new people—in fact, you may have other themes that cause you to enjoy the thrill of turning strangers into friends—but you do derive a great deal of pleasure and strength from being around your close friends. You are comfortable with intimacy. Once the initial connection has been made, you deliberately encourage a deepening of the relationship. You want to understand their feelings, their goals, their fears, and their dreams; and you want them to understand yours. You know that this kind of closeness implies a certain amount of risk—you might be taken advantage of—but you are willing to accept that risk. For you a relationship has value only if it is genuine. And the only way to know that is to entrust yourself to the other person. The more you share with each other, the more you risk together. The more you risk together, the more each of you proves your caring is genuine. These are your steps toward real friendship, and you take them willingly.
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- Oluwaserere Akerele
- Don Clifton
- Father of Strengths Psychology and Inventor of CliftonStrengths
- Positivity
- Strategic
- Learner
- Achiever
- Relator
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CliftonStrengths® Domains While each theme has its own power and edge, it’s useful to think about how your CliftonStrengths themes help you execute, influence others, build relationships and absorb and think about information.
Executing Influencing Relationship Building Strategic Thinking
Those with dominant themes in the Executing domain know how to make things happen. When the team needs someone to implement a solution, these are the people who will work tirelessly to get it done. Those with a strength to execute have the ability to “catch” an idea and make it a reality.
Those with dominant themes in the Influencing domain help their team reach a much broader audience. These individuals can sell the team’s ideas inside and outside the organization. When the team needs someone to take charge, speak up, and make sure the group is heard, look to someone with the strength to influence.
Those with dominant themes in the Relationship Building domain can provide the essential glue to hold a team together. Without these strengths on a team, in many cases, the group is simply a composite of individuals. In contrast, team members with exceptional Relationship Building strength have the unique ability to help the group become much greater than the sum of its parts.
Those with dominant Strategic Thinking themes are the ones who keep the team focused on what could be. They are constantly absorbing and analyzing information and helping the team make better decisions. People with strength in this domain continually stretch the team’s thinking for the future.
Achiever Arranger Belief Consistency Deliberative Discipline Focus Responsibility Restorative
Activator Command Communication Competition Maximizer Self-Assurance Significance Woo
Adaptability Connectedness Developer Empathy Harmony Includer Individualization Positivity Relator
Analytical Context Futuristic Ideation Input Intellection Learner Strategic
These four domains describe how CliftonStrengths themes help you make things happen, influence others, build relationships and work with information.
Don’t allow these domains to limit how you use each CliftonStrengths theme. Instead, use them as a way to think about how you use your CliftonStrengths themes every day and how you can intentionally use your themes to make significant contributions.
Copyright © 2000, 2020 Gallup, Inc. All rights reserved. CliftonStrengths® is a trademark of Gallup, Inc. Strengths_GA_Domains_en-US_110217N_bk
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Assessment Task 1 Self Evaluation
Managing Organizations and Leading People (Western Governors University)
Studocu is not sponsored or endorsed by any college or university
Assessment Task 1 Self Evaluation
Managing Organizations and Leading People (Western Governors University)
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Personal Leadership Evaluation
Personal Leadership Evaluation
CONFIDENTIAL
Western Governor’s University
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Personal Leadership Evaluation
Personal Leadership Evaluation
Leadership Analysis
After taking the “CliftonStrengths” assessment, I was provided the following top five
strengths/talents (in order of dominance): Deliberative, Relator, Restorative, Intellection, and
Input. Each word represents a series of characteristics that describe how I navigate through both
personal and professional aspects of my life. Taking a deeper look into my strengths and how
they play into (and affect) my leadership abilities can provide a sense of self-awareness
regarding the ways in which am able to effectively lead in the workplace.
The word “deliberative” has never been a word that I have used to describe myself, but it
is a fitting, all-encompassing word to describe most of the dominant parts of my personality…
Careful, private, planning, assessing, strategic, and analytical. While some parts of this trait can
be interpreted by others as me being negative and anxious (preparing for the worst) or cold and
distant (having the want for privacy be perceived as rudeness), the most positive parts of this trait
lend themselves to my career. A personal example of this would be my love of gathering data
and making it come to life in graphs, charts. The “ah-ha” moment of interpreting the information
to find something that has been missed, overlooked, or otherwise unconnected provides me with
excitement. In a leadership role, many key assets include the ability to plan, see things from all
sides (with the data/information analysis to back it up), create a strategy, and be able to be
realistic about the potential issues that may arise. Having the ability to be deliberative will prove
beneficial to my future leadership goals.
My second strength, “relator”, describes perfectly my want to connect with people
beyond surface level. I find it hard to engage (or be interested) in conversations that are full of
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Personal Leadership Evaluation
general niceties and lack any real information, passion, depth, or contemplation. I often feel that
the ease of connecting with others via technology has created a perceived notion of friendships
and closeness where they do not truly exist… And there are also stark differences between the
LinkedIn and Googleable versions of people versus their actual persona (personality traits,
thoughts, fears, desires, hopes, and goals). I love when someone surprises me by being their
authentic self instead of who they think they must be in front of me. When the veil of
perfectionism is lifted, that is truly where deep, meaningful connections begin. The way I
believe my “relator” strength can be used in my future leadership role is by making deeper, more
intentional connections with my own team and therefore be able to find and use their strengths to
move towards our overall goals in a more focused way.
The “restorative”, problem solving strength was not something I have always had, but it
is the strength I have had to work hardest to build both personally and professionally. There
have been many times in my life when I have wanted to give up, but I instead chose to find a
way to achieve my goals and push forward. The main parts of this strength are: Getting
enjoyment out of analyzing and solving problems, finding solutions after identifying the issues,
having confidence in being able to overcome hardships, and bringing life back into things that
otherwise seemed unfixable. I get a rush out of being the one to solve, fix, help, or rework
something, and in terms of my leadership capabilities, this trait encompasses the feeling of
excitement I experience when I can identify why a problem exists and then find ways to solve it.
The analytical piece of this strength works well with my deliberative strength, and together, they
can help in the same overall ways in leadership analysis and solving of issues that may arise in
the workplace.
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Personal Leadership Evaluation
My “intellection” strength is best described as the enjoyment of mental activity,
introspection/reflection, mental focus, and satisfaction found in alone time. One of the
drawbacks to this ability is that there can seem to be a large difference between what is being
done (and the amount being done) versus what could or should be done (even when it is
something unrealistic). This can cause discontentment. It is also important to maintain a certain
level of focus on the now instead of allowing myself to overthink things and visualize too much
on the past or future. The most positive way this strength will help with my leadership abilities
is the way it meshes well with my problem solving and planning/analyzing talents. I believe that
my intellection strength is also the strength that will best help gain and maintain emotional
intelligence, which is also a key aspect of a leader.
My last strength, “input”, focuses on my inquisitive nature and satisfaction in collecting,
keeping, storing, gathering, and organizing/filing information and things that relate to my
interests. In my personal life, the largest collection I have is my book collection. The collection
takes up two walls in my home, and is organized by genre, then by personal preference of best to
worst. There is also an entire bookcase dedicated to my antique books. In a leadership role, this
strength again helps support my other strengths in relation to collecting and analyzing data,
collecting information to efficiently solve problems, and organizing everything in a way that
makes sense and can be used and presented most effectively.
Each of my top five strengths as identified by the CliftonStrengths assessment give me
insights into who I can and will be as a leader, what abilities I will be able to pull from to lead
others competently, and what negative traits to be mindful of in the future. I perceive these
strengths and traits through the lens of the leadership style which best suits me, transformational
leadership.
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Personal Leadership Evaluation
Leadership Evaluation
One of my strengths in being a transformational leader is my “relator” strength which
allows me to connect personally with individuals to get to know them on a deep level. Because
transformational leaders see the differences in people, and thus see each persons’ individual
potential, I will be able to use my insights into each person to ensure they are contributing in
their most effective way to the team and goals of the company (Aalateg, 2017). Transformational
leaders meet their followers’ needs for “empowerment, achievement, enhanced self-efficacy and
personal growth” by taking an individualized approach (Khan, Nawaz, & Khan, 2016). In
treating everyone as equal, but also as an individual with their own sets of strengths, needs, traits,
etc., I will be able to use my relator strength to create a personalized approach to each individual
based on the unique aspects of their own traits, goals, strengths, desires, and talents. In being a
relator, I will also have strengths in finding, assessing, and developing plans to help re-engage
employees who are isolators (individuals who are detached from the group/organization) and/or
bystanders (individuals who observe what is happening around them in their team/organization
but do not get involved or participate themselves) (Kellerman, 2007). By connecting with
individuals in a personal way, I will be able to notice more quickly when someone is not acting
within their full potential and can then ensure that their plan to becoming more involved is
personalized to their own strengths and needs.
My intellection can also be viewed through the eyes of transformational leadership as a
strength, particularly related to the ability to intellectually stimulate those around me, promote
creativity, and help those around me accept and work through challenges (Khan, Nawaz, &
Khan, 2016). Transformational leaders drive their followers to welcome and achieve difficult
goals that they otherwise would not have pursued on their own (Kuhnert & Lewis, 1987). They
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Personal Leadership Evaluation
also inspire their followers to become more innovative (Neck & Houghton, 2006). By using my
intellection to help inspire theirs, I can help them expand on their own talents, strengths, and
goals to push them further to overcome challenges and succeed in their own ways.
My other strong suits in transformational leadership are my problem-solving skills
described in the context of my deliberative and restorative strengths. Transformational leaders
have a need to develop their followers’ techniques in relation to problem solving for them to be
able to make decisions without supervision (Khan, Nawaz, & Khan, 2016). To develop my
followers into problem solvers, I must lead and teach by example. Since transformational
leadership includes “shifts in the beliefs, the needs, and the values of followers”, not just the
obedience of followers, the skill of analysis in relation to problem solving will need to be done as
it relates to ensuring each follower has the same grasp of the beliefs, needs, and values shared by
the team and organization (Kuhnert & Lewis, 1987). Using my abilities in problem solving will
be crucial to evaluating and fostering individualized growth opportunities not only my followers,
but also to myself as a leader.
One of my most glaring weaknesses related to being a transformational leader is in my
lack of confidence and lack of ability in being a natural motivator of others. Some key behaviors
of transformational leaders include “demonstrating confidence” and “arousing motivation”
(Kuhnert & Lewis, 1987). The introspective, private, sometimes seemingly quiet elements of my
deliberative and intellectual nature do not extend themselves positively to demonstrations of
confidence or motivational speeches. This will be something that I will have to work on in small
steps over time to build myself up slowly without presenting as false confidence or over
confidence.
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Personal Leadership Evaluation
Another weakness in becoming a transformational leader is a communication style trait in
my deliberative nature which does not naturally allow for me to extend much praise or
recognition to others. A focus of transformational leadership is in inspirational motivation, and
those seen as being successful at this are active at encouraging and rewarding their employees
(Khan, Nawaz, & Khan, 2016). To become the type of leader I aspire to be, I will have to create
a vision for the kind of rewards and encouragement structures that I have found beneficial and <