Becoming an effective leader requires growth, observation, and self-reflection, and is an ongoing process for most people (Kaiser, Hogan & Craig 2008 p.96).Furthermore, the skills that help in moving up the organizational leadership hierarchy are not necessarily the same skills needed to ensure successful leadership. According to Amagoh (2009 p.992) leaders who are narrowly focused on their leadership traits lose sight of their ability in effecting change and overly depend on networks and relationships. The paper seeks to provide a critical analysis of personality self-assessment activities and establish the impact of the analysis to me as a future manager or leader.
From my analysis of Myers Briggs Profile, I have discovered that my personality type is ENFJ (Extrovert, Intuitive, Feeling and Judging).
Extrovert
My personality type in ENFJ has Extrovert of 13 %. From Myers Briggs Profile, I have realized that I am a born leader with passion and charisma. Having influence and natural confidence, I take pride and joy in leading people in working together to build their personalities and the community. Since I stand to speak when I feel that some information needs to be passed, I radiate altruism, concern, and authenticity. In addition, I find it easy and natural in the communication with other people; especially personally, with my Intuitive trait assisting me in the reaching of every mind whether it is through raw emotion, logic, and facts.
Intuitive
Intuitive in my personality type accounts for 12%. I easily seemingly disconnected to events and the motivations of people hence I have the ability to bring the ideas together while communicating them as a common goal with mesmerizing eloquence. I have a genuine interest in other people and may become increasingly involved in the problems of other people and excessively trust them after believing in them. However, the trust is a prophecy for self-fulfillment (Jussim 2017 p.1) since my authenticity and altruism inspire the people whom I mostly care about including family and friends to better themselves, although I can sometimes extend my optimism and push other people to go further than they are willing to go.
Feeling
Feeling in my personality type accounts for 3%. I am vulnerable to the personal trap of analyzing and reflecting on my own feelings, although I sometimes develop some form of emotional hypochondria after being caught up in the plight of another person, and try to fix personal issues in myself, which are not wrong by seeing the problems of other people in me. After getting into a point where the limitations of another person are holding me back, I may not offer assistance since my ability to see the dilemma and the past have been hindered. The occurrence leads me to pull back and use the self-reflection in distinguishing what I really feel, and the separate issues, which need to be looked into from different perspectives.
Judging
Judging accounts for 12% in my personality type as I have I have realized that I am a passionate altruist and to a fault sometimes while being brave to stand up for the people I believe. For example, many US Presidents have the ESFJ personality type since they have the will of leading their nation to prosperity.3.0 Analysis of the Four Topics Including a Reflection of Future Leadership
Myers Briggs Profile (MBP)
Myers Briggs profile (MBP) represents personality traits tests that a successful leader must have in order to maintain a good relationship with others (Kuipers, Higgs, Tolkacheva & deWitte 2009 p.436. The test results in different types of personalities are determined by different categories that judge if a person is extroverted or introverted, perceptive and judgmental, choices of thinking and feeling and sense of intuition. From the Myers Briggs profile, the series of questions are helpful to me in the determination of a suitable career path based on my abilities and personality traits. Furthermore, I do find my strong values important to me as I can push the value onto others and become a sustainable leader. Generally, the Meyer Briggs profile came up with a personal trait that aids in the discovery of my career path. Basing on my Extrovert of 13%, it is clear that I need to improve my values further by revisiting my weak personal traits.
From the Costa and McCrae Big 5 personality traits, personality can be described thoroughly within five high order traits: agreeableness and conscientiousness, openness to experience, neuroticism, and extraversion. The personal traits are characterized to act in a specific way in different situations and are consistent patterns indicators in the way people feel, think and behave (Komarraju, Karau, Schmeck, & Avdic 2011 p.472). The big personal test develops an objective personality type with big five trait tests revealing more information about the interests and abilities of people needed in the leadership of certain organizations (Bowling & Eschleman 2010 p.91). The personal traits are used in assessing employee’s personality in the workforce. Costa and McCrae Big 5 personal traits accurately match with my 12% Intuitive of my personality type with my current abilities and skills showing that my future leadership skills need to focus on recognizing others abilities, sand improving weakness of others.
McClelland needs include the need for affiliation (nAff), need for achievement (nAch) and need for power (power) (Moore, Grabsch & Rotter 2010 p.24). The need for achievement requires a leader to concentrate on individuals who are optimistic for excelling, and those who avoid high and low risks situations, as they need regular feedback from managers about their progress. Affiliation needs a leader to create a strong connection with others so that employees may perform the desired customer services and interact with consumers appropriately (Royle & Hall 2012 p.1). Finally, the McClelland needs for power indicates that leadership focuses on managing behaviors of others and taking control of others. From the McClelland Needs Analysis, it is clear that I need to improve my interactions abilities with others as my feeling personal type is very low at 3%. The improvement of the feeling will fuel my strong future leadership skills of managing people from different cultures.
Thomas-Kilmann identified five styles to deal with and solve a conflict that tends to differ in their degree of assertiveness and cooperativeness. Furthermore, from the findings, there is no best method found for dealing with conflicts hence instrument is a way that helps people understand why and how they can use a specific conflict mode in a given situation (Morrison 2008 p.974).Thomas-Kilmann Conflict Mode Instrument of conflict management styles include accommodating, competing, collaborating, compromising and avoiding (Brown 2012 p.79). In the Thomas-Kilmann Conflict Mode Instrument (TKI) I prefer collaborative style as my judging personal type is 12% indicating that my ability to solve problems are average. Furthermore, the collaborative style makes me view conflict as a solved problem and creates a solution that satisfies everyone as it fosters on building relationships, respect, and trust.
One Action Plan Using SMART Processes Based on Perceived Weaknesses
The assessment tool has revealed that Honesty and Integrity, Commitment and Passion, good Communication skills, decision-making Capabilities, accountability, ability to inspire and empower others and my inborn Creativity are my greatest strengths. However, my weaknesses include excessive connectivity, lack of setting clear goals and expectations and need to be liked.
The key leadership strategies, which I will consider appropriate for enhancement of my leadership capabilities include setting goals, communication of vision, encouraging recognition, speaking for the heat, inspiring and empowering others. For successful implementation of strategies, the action plan that I will consider is setting goals. This action plan makes sure that I set worthwhile goals that gives me a sense of motivation. Regardless of the impact level, the process helps me to learn new things that will make me a positive change agent after I have learned how to take risks. Furthermore, the setting of the goals enables me to choose realistic and attainable goals. Listing short-term goals help leaders in achieving the long-term goals and inspires them in the accomplishment of the goals despite the level of difficulty (Goleman, Boyatzis & McKee 2013 p.28). In addition, Thomas-Kilmann five styles to deal with and solve a conflict ensures that my goals are specific.
Furthermore, I would stay committed to my goals of Developing a Realistic Road Map and hitting targets daily even when they become difficult to handle. Improvement of Perseverance, commitment, patience, and adventure makes my goals achievable, as I am able to work towards a set of targets and visions. Moreover, setting of my priorities and avoiding working to achieve multiple goals at once, allows me to concentrate on a single goal at once. The creation of deadlines improves my ability to build an action plan and drive me forward to lead better and work harder. Taking time in treating myself, improves the abilities of my efforts of appreciating my success. Furthermore, doing the things that satisfy me helps in the improvement of my level of motivation.
Conclusion
My abilities and knowledge determine my leadership traits as my high Extrovert and intuitive personality types have provided a solid background that for being a sustainable leader. My strengths and weakness clearly shows that I can effectively control, empower and inspire others by implementing positive personality traits that motivate and mentor people. The strategies of being committed and setting goals and targets are most effective for me to implement the change. The setting of goals is best action plan for shaping my sustainable leadership abilities.
References
Amagoh, F., 2009. Leadership development and leadership effectiveness. Management Decision, 47(6), pp.989-999. UK: emeraldinsight
Bowling, N.A. and Eschleman, K.J., 2010. Employee personality as a moderator of the relationships between work stressors and counterproductive work behavior. Journal of occupational health psychology, 15(1), p.91. U.S.A: Elsevier
Brown, J.G., 2012. Empowering Students to Create and Claim Value through the Thomas–Kilmann Conflict Mode Instrument. Negotiation Journal, 28(1), pp.79-91. U.S.A: Wiley Online Library
Goleman, D., Boyatzis, R.E. and McKee, A., 2013. Primal leadership: Unleashing the power of emotional intelligence. United States: Harvard Business Press.
Jussim, L., 2017. Précis of Social Perception and Social Reality: Why accuracy dominates bias and self-fulfilling prophecy. Behavioral and Brain Sciences, 40. U.S.A: proquest
Kaiser, R.B., Hogan, R. and Craig, S.B., 2008. Leadership and the fate of organizations. American Psychologist, 63(2), p.96. USA: American Psychologist
Komarraju, M., Karau, S.J., Schmeck, R.R. and Avdic, A., 2011. The Big Five personality traits, learning styles, and academic achievement. Personality and individual differences, 51(4), pp.472-477. U.S.A: Elsevier
Kuipers, B.S., Higgs, M.J., Tolkacheva, N.V. and de Witte, M.C., 2009. The influence of Myers-Briggs type indicator profiles on team development processes: An empirical study in the manufacturing industry. Small Group Research, 40(4), pp.436-464.U.S.A: sage publishers
Moore, L.L., Grabsch, D.K. and Rotter, C., 2010. Using achievement motivation theory to explain student participation in a residential leadership learning community. Journal of leadership education, 9(2), pp.22-34. U.S.A: Elsevier
Morrison, J., 2008. The relationship between emotional intelligence competencies and preferred conflict?handling styles. Journal of Nursing Management, 16(8), pp.974-983.
Royle, M. and Hall, A., 2012. The relationship between McClelland’s theory of needs, feeling individually accountable, and informal accountability for others. U.S.A: ssrn
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