What did you learn about yourself in terms of leadership abilities/skills ?

My leadership portfolio: Self- assessment Quiz 1-2– a record of leadership experiences I had in the past and now. Held a formal leadership position, such as vice president, department head, manager assistant manager, team leader group leader, or project manager)
Seized the opportunity on the job to take care of a problem, although not assigned such responsibility
Headed a committee or task force
Was editor of a campus newspaper or section of the newspaper such as sports
Organized a study group for a course
Organized a charity drive for a school or religious organization
Organized a vacation trip or friends or family
Organized a group of friends to help out people in need, such as physically disabled senior citizens
These questions must be answered in the three page summary:
Q: What I learned about myself in terms of leadership abilities/skills
I am a transformational and servant leader with strong task orientation. I used to be personally proactive. I have about average tendencies toward being proactive. To enhance my success I need to have more fun in life, I might attempt to become more proactive. I have a strong task orientation and I do not have a transformational leader.
Q: How the information I obtained has changed over the years based on what I may have thought my leadership style was compared to now.
I go home, to school and work. At work I get coffee, office supplies, work orders and make sure the travel process is moving forward.
Q: How I can use my leadership skills/abilities to seek out opportunities or make changes in my current organization.
Continue to seek other opportunities that would allow me to join and meet people that want to help the community.
Task-related personality traits
Self-assessment quiz 2-3: My tendencies toward being a proactive personality, page 48
Book: Proactive personality – Leadership is often perceived to mean about the same thing as taking the initiative. Imitative, in turn, is closely related to bring proactive, or crating or controlling a situation by causing something to happen, rather than reacting after the even happens. According to is original research-based definition, a person with proactive personality has a relatively stable tendency to effect environmental change. Proactive behavior usually stems from proactive personality and refers to self-initiated anticipatory action with the intent of either changing the situation or one’s own behavior attitudes. An effective leader therefore often has a proactive personality, and there exhibits proactive behavior.

I plan carefully for things that might go wrong
If I see something that is broken, I fix it
I have been told several times that I am good at taking the initiative
I think that having a home security system is a good investment in money
I look around for good opportunities that would help me in my career or personal life
It is a good idea to start saving or investing for retirement at the beginning of your career
I began projects and tasks by myself, without requiring prompting from somebody else
I set my own goals rather than have others set them for me
I readily express my opinion about the effectiveness of a work process
I regularly take positive steps to increase the chances that I will stay healthy and physically fit
I am quite innovative both in work and personal life

Leadership self-assessment Quiz 3-2: see attachment – Dual Level Transformational Leadership
Book: A transformational leader is one who brings about positive, major changes in an organization. May charismatic leaders, however, are not transformational. Transformational leadership focuses on what the leader accomplishes yet it still pays attention t the leader’s personal characteristics and his or her relationship with the group members. As mentioned previously, the transformational leader helps bring about major positive changes by moving group members beyond their self-interests and toward the good of the group, organization, or society. The essence of transformational leadership is developing and transforming people. As a result, the organization is transformed. In contrast, the transactional leader focuses on more routine transactions, rewarding group members for meeting standard (contingent reinforcement). Extensive research by Bernard M. Bass indicates that the transformational-versus-transactional distinction has been observed in a wide variety of organizations and cultures.