Seven Habits Profile

Leadership skill development is crucial to the success of anyone who desires to hold a leadership position. Although some individuals seem to exhibit leadership skills naturally, most of us will have to work at developing and refining our leadership skills through classes, experience, and introspection. This paper will examine my responses to the Seven Habits Profile (Covey, n.d.) as they relate to my leadership strengths, weaknesses, and opportunities for improvement. Finally, I will develop SMART goals reflecting the results of the profile results. These goals are intended to enhance my leadership skills within the context of transitional leadership theory.

Reflection on Seven Habits Profile I have completed the Seven Habits Profile (Covey, n.d.) at least twice before. Once during a leadership class at another university and again recently as part of a leadership development program through my current employer. As a result, my scores may be skewed toward the high end of the scales because of familiarity with the tool and because I have engaged in a great deal of leadership development work over the last few years.

I rated the first two elements very good because I have worked on these skills diligently over time and have made them part of my personal brand. I have noticed that the issue of how to speak of others when they are not present can sometimes be tricky. Clearly, gossip and backbiting are unworthy of anyone, especially a leader. However, the process of identifying problems and looking for solutions can move from a general conversation to a personal one in an instant. In some cases, this transition is acceptable because the organization or unit may be facing a problem caused by an individual, but more often problems are systems or process issues. In these cases, the issue is not the who but the