Leadership Principles Essay

Abstract This paper explores the definition of leadership, and how applying the principles of leadership can yield more success for teams in the workplace. It also serves to further explore personality self-evaluation and how personality traits help to define an individual’s leadership likely traits and strengths. Reference will be made to personality assessments such as the â€Å"Meyers-Briggs Type Indicator† (MBTI) and the â€Å"Big-Five Approach to Personality Assessment†, and what those assessments imply about an individual. While individuals tend to demonstrate particular trends and traits in relation to the personality assessments, the results are not absolute, and in no way offer definitive information about an individual’s specific characteristics (Scholl 2002). Detailed exploration of particular aspects and principles will yield a more refined working knowledge of leadership and practical applications in the workplace, specifically self-awareness and perso nal recognition of individual characteristics and learning styles. A summary with findings and conclusions will conclude the paper. Leadership Leadership is the ability to get a group to achieve greater accomplishments and achievements than the sum of individuals’ actions. Leadership means taking advantage of opportunities and finding ways to improve upon a situation, whether or not someone else gave you the empowerment to accomplish those goals (Blanchard, Fowler, and Hawkins, 2005, p. 15). Leaders have the innate ability to observe a scenario, realize what needs to happen to realize results, seize the moment and guide others to work together to accomplish a common goal. Ultimately, â€Å"a leader is anyone who can give you the support and direction you need to achieve your goal.† (Blanchard et al, 2005, 133). Self-Evaluation Every person is an individual, and as individuals they naturally have unique personality traits that affect how they interact and interact with others in the world. Personal assessment is a valuable tool that allows an individual to realize their own unique traits and tendencies, allowing them to be aware of precognitive tendencies that they might demonstrate in given situations. For me personally, I was assessed using the MBTI method to be an introvert, who tends to be slightly sensing, somewhat thinking, and strongly judging (https://www.typefocus.com). At first, I took some offence to being categorized in this method, but after researching the general description of my personality, as well as specific definitions of the preference categories, I came to realize that this information would ultimately empower me to become a stronger and more capable leader in the future. A summary of careers suggest that I could become a strong manager that would enjoy a workplace where I could use m y knowledge and organizational skills. I am likely to enjoy occupations that involve working with, communicating with, and teaching people. (https://www.typefocus.com). I am able to ascertain that my personality traits suggest I am a person who is capable of teaching others my knowledge and other applicable skills. I am a leader who possesses both information power as well as expert power (Yukl, 2011, p. 193) Another assessment that helped me to understand about my character was the Big-Five Approach to Personality Assessment (Scholl, 2002). The Big-Five assessment provided five factors, along with several more specific traits and facets that help individuals understand and recognize concerning their personality. The five factors, or domains, are neuroticism, extraversion, openness, agreeableness, and conscientiousness. My low scoring on the neuroticism portion suggests that I am a confident, optimistic individual who is even tempered and relaxed; able to face stressful situations without becoming upset (Scholl, 2002). I had a low extraversion score, suggesting that I am reserved and interpersonally formal; an independent thinker rather than a follower (Scholl, 2002). In the domain of openness, my score was almost dead center, suggesting that I do not have strong tendencies one way or the other (Scholl, 2002). I believe that this suggests that my reaction depends on the situation and the environment surrounding it. I can be curious and imaginative about certain situations, but cautious and conservative for others. Personal morals and ethics strongly influence my openness, whereas I am open to new ideas and thinking about scenarios, as long as they do not violate my personal ethical standards. For agreeableness, my slightly higher than center score suggests that I am for the most part a generous, trusting person who is sympathetic to others. At the same time, I can be suspicious and impatient with those who have disappointed me in the past. This is one aspect that I need to be aware of my past, and how it influences my present and future. I once had an assistant who I trusted complicity attempt to stage a mutiny to attempt to remove me from my position. Thankfully, my employees had enough ethical standards to make me aware of the decision, so that I could deal with the situation through the proper channels. However, as a result of that situation I have found it much more difficult to trust subordinates, and I tend to be suspicious of actions that could be viewed as disloyal and insubordinate to me as a manager and leader. For the final domain, conscientiousness, my score was again dead center, but the results for this particular section made me think more deeply about myself. I had always thought that I demonstrated the traits associated with someone who scores high for conscientiousness, but I must accept the fact that I may have tendencies that are normally for those scoring low. For me to be successful, I must constantly be aware of these traits, and be able to recognize and adjust my actions when I act in a way that is not conscientious. The guidelines representing how to promote emotional intelligence in the workplace (https://www.eiconsortium.org) suggested twenty-two steps to assess the situation, instigate change, then transfer power and evaluate how everything worked. The company I formerly worked for must have been influenced by these guidelines, as I had been introduced to the process years ago, and was a continual body of work for me as a retail manager. For every employee that was hired, whether full or part time, I had to assess them as an employee, and implement a training program that would yield the best results for the company. Teaching has always been a passion of mine, and I enjoyed showing how every employee had an impact on our store, and their effort and personal pride could have far reaching impact on our daily success, both for sales and customer satisfaction. The process of encouraging transfer and maintenance of  change was mainly designated for the management team, but that was an essential process for our team. I simply could not do it alone: I needed every member of the management to perform to their potential, so that we could function as a team, and each member of management would learn and better their skills for the next advancement opportunity that might come along. It was through this process that I was able to train and advance several members of management, many of whom are now store managers with their own stores to run. Leadership Style My personal leadership style is supportive leadership. I will always try to empower others around me to be aware of their potential, and support them when they need assistance. As Yukl suggests, I use my interpersonal skills to be supportive and compassionate with others as they try to get their work done (Yukl, 2011, p. 64). I attempt to learn more about an individual’s personality, so that I can find a way to best assist them in their own growth and leadership potential. That requires a being a coach who is sometimes there to boost their confidence, and at other times kick them in the rear when they are not putting forth their best effort. At the same time, I realize that it is not possible to provide the motivation for everyone. Every individual has different motivations, and ultimately must take responsibility for creating their own work environment (Blanchard et al, 2005, p.29). I am aware that to be a successful leader, I need to be able to not only empower others, but to show them how to be leaders unto themselves. Every individual needs to be aware of their own strengths and powers before they can lead themselves (Blanchard et al, 2005, p.62), and I plan help others find their way to lead themselves, and ultimately lead others to success. References Blanchard, K., Fowler, S., & Hawkins, L. (2005). Self Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Self Leadership. New York, NY: HarperCollins Publishing, Inc. Buckingham, Marcus (2005). The One Thing You Need to Know†¦About Great Managing, Great Leading, and Sustained Individual Success. New York, NY: Free Press. Lencioni, Patrick (2002). The Five Dysfunctions of a Team: A Leadership Fable. San Francisco, CA: Jossey-Bass. Scholl, Richard (2002). Dispositions: The Big 5 Personality Assessment. Retrieved from University of Rhode Island, Labor Research Center Web site: http://www.uri.edu/research/lrc/scholl/webnotes/Dispositions_Big_5.htm Yukl, Gary (2011). Leadership In Organizations, Eighth Edition. San Francisco, CA: Pearson Education, Inc.