My Leadership Style

Introduction
One of the most critical mechanisms in maturing as a manager or leader is taking the time to conduct a self-assessment. By doing this you will learn a lot about yourself, good and bad. You will have the opportunity to recognize positive and negative habits and behaviors, and a chance to maximize strengths and minimize weaknesses. As I begin my self-assessment, I get to take a step back and see how I got where I am today, and where I would like to be in the future.

Background
In 2001, I left graduate school to pursue a career in federal law enforcement. Being a criminal investigator/special agent was a dream of mine, I remember watching James Bond movies and visualizing myself in those wild predicaments dealing with some of

For me to be a part of the senior executive service and chief operating officer for a premier law enforcement agency being a transformational leader is paramount. Examining leadership from an individual and social perspective, it is entirely based on your attitude, your perception, and the way you live your life.
In looking at fortune 500 companies and government organizations around the world, you have leadership at different levels of the organization. However, many of these individuals are managers and do not have the skill, ability, or want to be a leader. I always wanted to be that leader that challenges and motivates all those around me, in turn, feeding off one another to achieve personal and organizational growth. Therefore, hopefully this IDP will establish the framework for me to achieve

As stated previously, challenging opportunities and the chance to make a difference motivate me, I tend to run towards those prospects opposed to less challenging ones. Taking on the Executive MBA program at George Mason University, at this current time is an example of that.
360 Assessment
In 2012, I enrolled in Stephen R. Covey’s course, The 7 Habits of Highly Effective People. This course was a week-long and went into a detailed discussion on what Covey considered the seven habits of highly effective people, and a 360-feedback Benchmark report was used to rate my personal and interpersonal effectiveness. I had 26 people contribute feedback (self, 2 supervisors, 10 peers, and 13 direct reports) which would be useful to me within my organization and in my personal life. Below I go over the seven habits and the feedback I received.
• Be Proactive.
Being an effective person starts with being proactive in all facets of life. Our behavior is a product of the decisions we make not our circumstances. As a leader, it is vital to take initiative to effectively deal with people and issues that we encounter throughout our career. As I was taught in this section of the course, you acknowledge the issue, correct the issue, and learn from