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Case Study Analysis

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This questionnaire looks at the relationship between leader and follower in order to understand the "quality of your leader-member relationships" (Northouse, 2018, pg. 158) and exchanges.
The Leader-Member Exchange Theory is used to look at relationships between members and leaders in order to both describe and prescribe leadership to support high quality exchanges.

I scored a 35/35 when describing my relationship with my leader.

I agree with the results and think they are very accurate to the quality of my relationship with my leader. As a server, my manager is always going what she can to help us out. Whether it be behind the scenes or out front with the customers, I can trust that my manager will do whatever is necessary to support the servers and help to resolve any problems.

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This questionnaire helps to see which "style of leadership you use most often and which" (Northouse, 2018, pg. 135) you rarely lean towards. This helps to see your strengths, as well as the leadership styles that need more focus in order to improve on.
The Path-Goal Theory supports the idea that followers with certain characteristics doing a specific kind of work will benefit the most from one leadership behavior over the others.

Directive Style- 31 (high score)
Supportive Style- 31 (above-average score)
Participative Style- 24 (above-average score)
Achievement-Oriented Style- 25 (high score)

I agree with the results of this questionnaire as it shows that I am more likely to use directive and supportive leadership styles. As a follower myself, I prefer these leadership styles as I receive specific instructions and support from my leader to push me towards achieving my goal. I think that participative and achievement-oriented leadership styles can also be beneficial, but each leadership style is specific to not only the follower but also the type of work done. I think being a follower of participative and achievement-oriented leadership styles would help me to see their benefits.

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This questionnaire looks at how one might analyze different situations based on the development level of the followers, and "which leadership style is needed in that situation" (Northouse, 2018, pg. 111)
The situational approach to leadership emphasizes that a leader must adapt to the demands of different situations and the specific needs of the followers.

Situation 1
Development Level: D4
Action: A (low supportive-low directive leadership)

Situation 2
Development Level: D1
Action: C (high directive-low supportive leadership)

Situation 3
Development Level: D3
Action: C (high directive-high supportive leadership)

Situation 4
Development Level: D3
Action: C (high supportive-low directive leadership)

I agree with my situational leadership questionnaire results as I tend to do a pretty good job of observing and assessing general pictures and having an understanding of the people involved. Since I like to focus on my relationships, it is easier for me to pinpoint where things aren't working and come up with a solution that best fits the follower.

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This questionnaire applies feedback from acquaintances in order to determine one's ability to adapt to different complex situations.
Adaptive Leadership looks at how leaders "prepare and encourage people to deal with changes" (Northouse, 2018, pg. 257) in their environment.

Get on the Balcony- 21 (high)
Identify the Adaptive Challenge- 16 (moderately high)
Regulate Distress- 20 (moderately high)
Maintain Disciplined Attention- 18 (moderately high)
Give the Work Back to the People- 17 (moderately high)
Protect Leadership Voices From Below- 20 (moderately high)

I agree with the results of this questionnaire as it highlights many situations that I could improve how I deal with changes and encourage others to do the same. As there are not many situations where I am perceived as a leader, it was a little harder to gather feedback on my adaptive leadership skills. But, this will help me to be more aware of my areas that need improvement when I am a leader and I face changes.

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This questionnaire gathers feedback from individuals that have witnessed one's leadership in order to assess the "seven behaviors characteristic of a servant leader" (Northouse, 2018, pg. 252).
Servant Leadership requires the leader to put their followers first in order to support them and help them to further develop.

Emotional Healing- 27 (high)
Creating Value for the Community- 19 (moderate)
Conceptual Skills- 27 (high)
Empowering- 20 (moderate)
Helping Followers Grow and Succeed- 24 (high)
Putting Followers First- 21 (moderate)
Behaving Ethically- 24 (high)

I agree with the results of this questionnaire as it helps to identify areas that I as a leader need to work on. Creating value for the community, specifically, is something that I need to work on as a leader. As most of my roles are as a follower, this questionnaire helps me to recognize areas that I have not put as much effort into.

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This questionnaire looks at one's responses to statements in order to measure which leadership components may be stronger than others.
Authentic Leadership focuses on genuine leaders and their leadership style through their intrapersonal and interpersonal processes.

Self-Awareness- 18 (high range)
Internalized Moral Perspective- 17 (high range)
Balanced Processing- 19 (high range)
Relational Transparency- 17 (high range)

I agree with the results of this questionnaire as it helps to categorize my authenticity in different leadership situations. The leadership components discussed are pretty evenly authentic in my own self-assessment of theoretical statements.

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This questionnaire helps to evaluate one's self-perception of their frequency to use specific leadership styles.
Transformational leadership focuses on the need for leaders to be able to "understand and adapt to the needs and motives" (Northouse, 2018, pg. 192) of the followers.

Transformational Leadership- 16/20
Transactional Leadership- 4/8
Passive/Avoidant Leadership- 1/8

I agree with the results of this questionnaire as it shows my tendency to use transformational leadership styles over transactional and passive leadership styles. I believe this is true because I value the relationships I build with followers and like to be able to motivate people towards achieving their goals.

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This questionnaire measures "two major types of leadership behaviors: task and relationship" (Northouse, 2018, pg. 89)
The behavioral approach to leadership focuses on how the combination of both task and relationship behaviors can be used to help one's followers attain their goals.

Task Behaviors- 43 (high range)
Relationship Behaviors- 44 (high range)

I agree with the questionnaire results as I value relationships most highly. Although I do care about the specific tasks that need to be accomplished, it matters more to me that I do all I can to respect and support those in my group.

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This questionnaire is used to "measure [one's] personal characteristics of leadership" (Northouse, 2018, pg. 37).
The trait approach to leadership focuses on the specific characteristics that a leader has in order to gauge their personal and professional development.

Weaknesses:

Self-confident and self-assured (rated 3/5)

Outgoing, determined, persistent, conscientious (rated 4/5)

Strengths:

Perceptive, articulate, trustworthy, dependable, friendly, diligent, sensitive, empathetic (rated 5/5)

I agree with the results of this questionnaire as I know that I tend to struggle with believing in myself and my abilities, and can see how others are able to pick up on this as well. My strengths are mostly related to my perceptiveness of the bigger picture and the respect I have for others.

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The skills inventory is used to "measure three broad types of leadership skills; technical, human, and conceptual" (Northouse, 2018, pg. 67) skills.
The skills approach to leadership focuses on the knowledge and abilities a leader has in order to pinpoint areas that need to be further developed.

Technical Skills- 26 (high range)
Human Skills- 28 (high range)
Conceptual Skills- 20 (moderate range)

I agree with the results of this skills inventory as one of my greatest strengths is how I interact with others. I always make sure that no one is left out and that everyone feels heard and supported. It also makes sense to me that my conceptual skills are the lowest rated, as I do not mind working strictly on concepts, but prefer the human and technical side over concepts.

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Research Paper on Self-Care for Interpreters

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Research Paper on Self-Care for Interpreters

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Self Care for Interpreters

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2015-2017: Section Leader of Keller High School Colorguard

Duties:

Assess how the section as a whole is performing

Establish and run extra practices

Provide individual help and advice

2018-2019: Resident Assistant at University of Colorado

Duties:

Facilitate communication between roommates

Resolve issues dealing with housing and student life

Conduct check-ins to gauge where residents need support.

2019-2020: Co-President of BC Movement dance club at University of Northern Colorado
Duties:

Plan and run practices

Budget and buy costumes and props

Choreograph and teach dances

Create and execute dance formations

Critique the performances of the group and individuals

Leadership Style Analysis
Looking at the results of my leadership questionnaires, I believe it is clear that I am very attentive to my followers' needs as well as strengths. My leadership style is greatly influenced by the importance I place on the relationships that I build with my followers. Through the mutual respect that I build, I can adapt my leadership approach to best support my followers in their growth in order to achieve their goals.

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American Translators Association
National member organization
Founded in 1959

Mission:
ATA's mission is to establish common standards of competence while remaining ethical, facilitate communication and provide opportunities for professional development, and promoting competent interpreters and translators while advocating on behalf of the profession.
ATA's code of ethics highlights the importance of constantly adapting to fit the consumers and the work as well as understanding our own effect on the industry and each other.

Membership:
By becoming a member of ATA, the association will provide resources and education in order to be competitive with the changing times. Membership will also connect people across America in order to provide access to people, ideas, and resources.

Organizational Structure:
The ATA Board of Directors consists of 13 members including the four officers; President, President-Elect, Vice President, and Treasurer, as well as nine directors.

Each director will serve for three years while each officer will serve for two years.

Any member can make a nomination between January and March for the Board of Directors.

The ATA Nominating and Leadership Development Committee will then review the nominees in order to build a list of qualified candidates.

ATA has eighteen committees including ones such as the Executive, Finance and Audit, Ethics, Membership, and Nominating and Leadership Development committees.

ATA had twenty-two special-interest divisions as well that help its members build contacts in specific fields in order to seek resources that will result in professional growth in those areas.
Each division has a Leadership Council made up of three to ten members including the administrator and assistant administrator that are elected by division members every two years.

ATA also has fourteen chapters and eleven affiliate groups that focus more on a regional level.

Below that, you can contact ATA to find local groups that are not chapters or affiliates in order to focus on the local level.

Leadership Opportunity:
Certification Committee

Members of this committee work on establishing an examination program in order to recognize competent interpreters and transliterations that meet the professional standard level of training and work experience.

Committees are established by the Board of Directors.

Committee chairs must be appointed by the ATA president.

Responsibilities:

Prepare examinations that evaluate an individual's abilities

Develop practice tests in order to prepare for the examination

Conduct reviews of exams

Establish grading practices and training that meets the standard

Produce a manual of policies and procedures related to the exam and program

Publish information about the certification program

Review and revise the program's policies as necessary

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Professional translators and interpreters connect us to our world. When you care about your customers and quality, you need an ATA member.

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Registry of Interpreters for the Deaf
National member organization
Founded in 1964

Mission:
RID's mission promises that they will continually develop their organization while providing high-quality interpreting services to their clients.
RID's goal is to encourage the education of the public about interpreters and their role, as well as growing the profession to make sure there is equal opportunity and access for all consumers

Membership:
Members of RID can become involved in the organization and help to address any current concerns in order to help RID grow and develop professionally.

Organizational Structure:
The Board of Directors is a member-elected body of RID certified/associate professional interpreters.

It is made up of eleven members including the President, Vice President, Secretary, Treasurer, Deaf Member-at-Large, Member-at-Large, and five Regional Representatives.

These positions are elected by the members every two years.

Executive Board positions are elected on odd-numbered years and Regional Representatives are elected on even-numbered years.

The US is split into regions (Region I, II, III, IV, and V) in order to focus more on the regional level.

There is also a network of fifty-five affiliate chapters that work with members of the state and local chapters

RID also has eight committees (Ethics, Scholarships and Awards, Nominations and Elections, Finance, Professional Development, Bylaws, Certification, and Audit) and three councils (Council of Elders, Deaf Advisory Council, and Diversity Council) that are devoted to one specific area/goal.

Leadership Opportunity:
The Scholarship and Awards Committee

Members on this committee solicit, review and select recipients that will receive scholarships and awards from the organization.

Members will report to the Board of Directors.

Volunteer members are appointed by the leadership of RID.

Responsibilities:

Attend all meetings

Stay up-to-date on relevant material

Participate on a subcommittee

Complete special assignments as necessary

Promote RID and the committee

Manage the nomination/application process

Promote scholarships and awards to RID members

Solicit applications

Select the recipients of scholarships and awards

Present scholarships/awards at the National Conference

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Registry of Interpreters for the Deaf, Inc.

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Serving equally our members, the profession, and the public by promoting and advocating for qualified and effective interpreters in all spaces where intersectional diverse Deaf lives are impacted.

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Certification Certification provides an independent verification of an interpreter's knowledge, abilities and ethical standards. Search the Registry Use our registry to find contact information for a specific member, verify an RID member's certification(s) and search for freelance interpreters. Professional Development All certified members of RID are required to participate in