M5 Celebrating with Continuing Self Assessments . Did anything you learn surprise you? If so, what? If not, why not? · Share with us at least one finding from each assessment that you think will inform your view of your leadership ability or development as a leader. I used my manager for the assessment for the transformational leadership assessment. She came up short on transformational leadership skills. She only received 1 Mostly True and 11 Mostly False. I tried to be as unbiased as possible. She really does not exhibit any Transformational leadership skills. After taking the assessment, I wanted to pick a different leader because of the 1 Mostly True answer. The Mostly True response was the first question. Question no.1 was Listened carefully to my concerns. I honestly appraised her skills with that question. She often stops in mid-stream to listen to my concerns. She usually addresses the concern with a quick solution or she affirms the concern. That is usually as far as it goes. Question 12 is very important. A leader should have a vision and be able to inspire others with that vision. I learned or reaffirmed that there are managers and there are leaders. The one finding that I learned from the Transformational leadership assessment is that I should always have a vision. It is my duty to develop leaders. I should be the change that I want to see in others (leaders). I've been inspired to be a transformational leader ever since I was introduced to the theory. What surprised me was that I am not exposed to transformational leaders. My career has many transactional leaders but not many transformational leaders who are inspiring and have a vision. This assessment has reminded me that transformational leaders develop and inspire others. When I took the leadership orientation, I was surprised that I had at least one score in every category. I evenly scored twice in the political and structural orientations. I am amazed that I am very diverse. Although I have strong political and structural orientations, I do value people and see that " ... people are an organization's most valuable resource" (Daft, 2018, pg. 378). I am surprised that beneath the structural prowess of the organizational jungle, I view " ... the organization as a system of shared meaning and values" (Ibid). This coincides with my desire to be a transformational leader who can " ... bring about a significant change in followers and the organization" (Ibid, pg. 362). Reference Daft, R. L. (2018). The Leadership Experience (7th ed.). New York: Cengage Learning.