Personality Self-Assessment For Leadership Development

Review of Findings

The leadership skills present in a person are partly influenced by his or her personality traits. Recognizing the various personality traits using the existing assessment tests thus enables people to discover their personality traits which in turn, help them shape leadership skills (Carl Jung, 2017). Through the use of various self-assessment tests, people are able to recognize their limitations and in turn, formulate strategies to eliminate these weaknesses. Additionally, people are able to discover their interests which helps them focus on careers that suit them best. Pursuing suitable careers gives the individual a sense of fulfillment and allows organizations to become more effective as they acquire qualified and reliable employees (Harrell & Stahl 2014 p.242). 

i) Myers Briggs Profile

I  am more of an extravert since I am outgoing and easily bored when alone. Interaction with other people also enhances understanding (Naomi, 2009).I am also very practical and skeptical about instincts or opinions that are not factual. My decision-making is mainly based on feeling rather than thinking. This is because of my high sense of empathy and consideration of how my decisions may affect those around me (Pat, 2001).According to Briggs, Linda and Katharine (2000). People who love setting specific goals and definite timelines within which to achieve them have a preference for judging than perceiving. It is thus clear that I prefer judging to perceiving.

Tabular representation 1

Question   Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper	Score
1	5
2	1
3	4
4	3
5	4
6	2
7	5
8	4
9	4
10	1
11	5
12	3
13	4
14	2
15	5
16	3

I  am highly open to experience. This is shown in my preference for variety. I repeatedly engaging in the same activity and constantly seek new activities that arouse my interest. I am also high on the conscientiousness aspect because I abide by the law and prefer being organized rather than spontaneous. I also seldom engage in deviant behavior. I often show extrovert tendencies as I like the company of people and friends. I always try to avoid social isolation as being alone tends to drain my energy levels. I am also moderately agreeable since and concerned about the welfare of others. I however rarely compromise my beliefs to please others. I am also not easily angered and consider myself emotionally stable.

Tabular representation 2

Question	Score
1	5
2	3
3	4
4	5
5	1
6	5
7	1
8	1
9	5
10	1
11	5
12	1
13	4
14	2
15	4
16	3
17	3
18	2

From the questionnaire about the motivational needs, I ranked highest on the aspect of autonomy. It was followed by the aspects of achievement and affiliation. Power is ranked the least. These scores show my motivation needs as I prefer independence and freedom to make my own choices. This is mainly because I find it easier to achieve objectives and goals which I have set on my own. The score on achievement and affiliation reflects my desire and need to do better and the value of teamwork in achieving organizational goals. I have do not desire power and control over others since I find hectic to supervise or instruct people.

Tabular representation 3

Question	Score
1	4
2	4
3	5
4	5
5	4
6	4
7	5
8	3
9	2
10	2
11	5
12	2
13	3
14	5
15	5
16	1
17	3
18	5
19	4
20	1

From this self-assessment instrument, I discovered my preference for a more collaborative approach towards resolving conflicts. Although I cooperate with those around me, I still retain a high level of assertiveness which to reduce peer influence in decision making. I also avoid or postpone conflicts especially when I do not have a relevant solution. I am rarely competitive as I believe in setting my own goals and strive to achieve them. I am also less accommodative to beliefs and convictions that defy my own. I, therefore, find it really difficult to sacrifice my concerns for the sake of other people

Critical Analysis

Tabular representation 4

Question	Score
1	2
2	3
3	2
4	1
5	2
6	2
7	2
8	2
9	1
10	1
11	4
12	4
13	2
14	5
15	4
16	5
17	5
18	4
19	3
20	4

I) Myers Briggs Profile

Having an ESFJ profile will contribute positively to my future leadership skills. For instance being an extravert will help me interact and relate closely with those under my supervision. This will create a more open environment for engagement and the generation of ideas. Using feeling in decision making will also ensure that I consider the welfare of others before making decisions. For instance, I will effectively cater for employee welfare by providing better remuneration and other packages such as medical insurance, proper housing and access to loans if given a managerial position in an organizational setting. Such decisions which are based on feelings will help improve the organization’s effectiveness by providing additional motivation to employees which will consequently increase quality and quantity of output ultimately resulting in increased revenue and profits (Mumford, Zaccaro, and Harding, Jacobs, & Fleishman, 2000, p.33).

ii) Costa & McCrae Big 5 Personality Traits

Being highly open will be a useful asset in future leadership positions. For instance, I will be open to suggestions on how to improve productivity and output if offered a managerial position in an organization. My desire for new ideas will give the employees a chance to use their creativity in the discharge of their roles which will make work a more interesting activity. This will eliminate the boredom, rigidity, and routine that is associated with white collar jobs (Reed, & Vakola, 2006, p.405). The high degree of conscientiousness will also aid in ensuring that workers adhere to the rules, regulations and ethical conduct at the workplace. The aspect of conscientiousness will also help me maintain openness and professionalism by only adopting constructive ideas that are relevant to the organization’s mission and objectives. My extrovert nature will enable me to easily relate to fellow workers. Moderate agreeableness will allow me to remain assertive while still being empathetic to the situations of others. The low levels of neuroticism, on the other hand, will allow me to remain calm and reasonable in emotional situations (Thomas, 2017).

iii) McClelland Needs Analysis

The low score on power will be a positive factor in my future management career as I will be a more democratic thus empowering those below me to make decisions regarding their work. Empowerment in decision making is one of the main contributors to job satisfaction which in turn motivates them to work harder thus increasing the organization’s output as well as revenue (Mumford, Campion, & Morgeson,2007,p.159).My drive for achievement will also be a valuable asset and a motivating factor because of the need to do things better. My moderately high level of affiliation will allow me to communicate and relate effectively with the workforce thus facilitating the flow of information essential for the accomplishment of the organization’s goals and objectives. The high score on autonomy shows my capability and desire to make independent decisions. Autonomous leaders are able to effectively use their discretion in making decisions that have a positive impact on the organization.

IV) Thomas-Kilmann Conflict Mode Instrument

My preference for a collaborative approach in resolving conflict will facilitate teamwork and cooperation within the workforce. The collaborative approach will also ensure that I retain the needed level of assertiveness required to enforce regulations and ensure tasks are carried out effectively. Avoiding and postponing difficult tasks until a relevant solution is found will also be crucial in saving time and energy that will be in turn spent on solving more urgent tasks. Equally important, my uncompetitive nature will enhance teamwork since members will be more focused on achieving the organization’s goal rather than pursuing their own interests. My ability to compromise will also be essential in ensuring that the interests of all parties within the organization are looked after (Thomas, 2008, p.10). For instance, I will ensure that shareholders and employees receive high dividends and salaries respectively and that none suffers at the expense of the other when the organization realizes an increase in profits.

Specific goal

My main objective is to increase my preference for power and competitiveness in order to become a more effective manager in the future.

Measuring the goal

I will be able to assess my progress by monitoring the number of times I have taken up leadership roles within formal and informal settings such as class discussion groups and sports activities. Increased frequency will reflect an increase in preference for power. Additionally, I will monitor my overall impact on the group’s performance in relation to other group members.

How to achieve the goal

To increase my preference for power, I will seek more leadership roles within various environments both formal and informal. For instance, I can volunteer to be the secretary during the class discussion groups. Additionally, I will try to contribute suggestions and points in the discussion groups even when I have no formal leadership roles.

Relevance of the goal

The use of power is essential in the field of management allows managers to exercise control in activities of the organization. Power can also be used to provide extrinsic motivation for employees that are not self-driven. Power is also important to ensure effective supervision of employee (Robert & Juri, 2002).A powerful manager gains the respect of those under him which makes his or work easier. Increase my preference for power is therefore important in the development of my future management skills. A competitive environment exists in almost all organizations mainly due to the presence of rival companies and firms which seek a share of the resources and the customer base. It is therefore essential for a manager to have the competitive drive to ensure that the organization remains effective.

Time

I should be accustomed to active leadership roles by the time I complete my education. Additionally, I should be able to assume at least one leadership position before the end of my current course. This will help me further enhance my leadership skills.

Conclusion

The self-assessment activities have revealed my traits in relation to the various aspects of my social life. Based on the Myers Briggs Profile, I have discovered my extravert nature as well as the reliance on intuition, feeling, and judgment in decision making. Equally, important I have discovered my high level of conscientiousness and preference for a more organized approach to life as opposed to spontaneity. Lastly, I have been able to recognize the weaknesses that lie in my personality traits and I have thus been able to form an action plan with the aim of eliminating these limitations and transforming me into a more effective leader in the future.

References

Briggs M, Linda K, & Katharine D. (2000). Introduction to Type: A Guide to Understanding Your Results on the Myers-Briggs Type Indicator. Oxford Psychologists Press.

Carl Jung. (2017). Psychological Types (1st ed.). Newyork: Routledge classics.

Harrell, A. & Stahl, M. (2014). A behavioral decision theory approach for measuring McClelland’s trichotomy of needs. Journal of Applied Psychology, 66(2), pp.242.

Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000). Leadership skills for a changing world: Solving complex social problems. The Leadership Quarterly, 11(1), pp.11-35.

Mumford, T. V., Campion, M. A., & Morgeson, F. P. (2007). The leadership skills strataplex:      Leadership skill requirements across organizational levels. The Leadership Quarterly, 18(2), pp.154-166.

Naomi L. (2009). Essentials of Myers-Briggs Type Indicator Assessment (2nd ed.). Wiley.

Pat W. (2001). Three Keys to Self-Understanding: An Innovative and Effective Combination of A combination of Myer Briggs Type indicator Assessment tool, the enneagram and inner child healing (1st Ed.). Gainesville.

Reed, J., & Vakola, M. (2006). What role can a training needs analysis play in organisational change?. Journal of Organizational Change Management, 19(3), pp.393-407.

Robert R. & Juri A. (2002). The Five-Factor Model of Personality Across Cultures (1st ed.). Baltimore Maryland: Springer Science.

Thomas A. (2017). The Oxford Handbook of the Five Factor Model (1st ed.). Oxford University Press.

Thomas, K. W. (2008). Thomas-Kilmann Conflict Mode. TKI Profile and Interpretive Report, pp.1-11.