Lsi (Leadership Skills Inventory )

Topics: Management, Percentile rank, Board of directors Pages: 7 (2431 words) Published: May 18, 2013
LSI Analysis


GM591 – Leadership and Organizational Behavior

XXXXXX School of Management


2.Personal Thinking Styles3
3.Impact on Management Style3
4.Genesis of Personal Style4
Appendix: LSI Results - Circumplex and Chart5

1. Introduction
The Life Styles Inventory (LSI) is a self-assessment tool that builds ones self-awareness and serves as a guideline one’s self-improvement. My LSI profile is merely a snapshot of how I think and behave at this point in my life given my particular circumstances. I will utilize this particular essay to analyze the strengths and weaknesses of my own character and harness these findings to build myself into a more savvy and self-assured leader. 2. Personal Thinking Styles

Primary and Backup Thinking Styles. My primary personal thinking style is “Competitive" which put me in the very top of the highest, 99th percentile. This finding shows that my task orientation is an aggressive/defensive style, meaning that I often have to act in a forceful and deliberate manner while being cautious for myself at the expense of others. My backup, second highest percentile score for my personal thinking style is “Affiliative” which is at the top of my 90th percentile. I am not surprised to see my task orientation be classified as highly competitive given that my job success as a development/fundraising officer for Junior Achievement (JA), which may as well be considered as sales, is contingent on a very clear-cut factor, money. In my role, we are judged by how much money is coming in or not. In terms of the work environment, though our department is classified as a team, each team member is responsible for a given set of fundraising events or tasks that must generate a budgeted amount of revenue. The personalities on our team shift the dynamic in how much we do or do not function as a “team.” I have been in my current job for seven years, the first four in Program Management, and the last three in development. I have seen the high-turnover in the development department ultimately stem from the competitive nature of this job. Working in non-profit as a development officer means that I am in competition with other non-profits for scarce resources that exist in the private, corporate sector. Being on a small team with a staff of just 13 staff at a relatively mid-sized non-profit (a $1.6M budget) sets the stage for even more competition because the teammates in my department are in competition for attention and support from our various board members across the state that contribute to the success of our fundraising special events which are the “bread and butter” of our month-to-month cash flow. The struggling economy has forced many of our supporting board companies to either shift to a more targeted, industry-driven philanthropic mission which sometimes does not comfortably align with our existing mission or just outright cutback. Either way, it means less resources for us. Then, we may to compete with each other to see which special event or program that company is still going to support. The teammates who have fundraising goals for each event that we coordinate often compete with our manager for board member support because her status in our hierarchy finds her more privy to information about those companies and she has greater access to our governing, more profitable board companies. Often, the manager’s fundraising goals and priorities will take precedence over the teammates’ goals and priorities. Moreover, when events are not meeting the fundraising goals, we are in competition to see who has brought in more cost-savings, operational efficiencies or other qualitative assets so that we are seen in the best light when it comes time for quarterly or year-end evaluations. I am consoled because I know that competitiveness is just the nature of my job but certainly not my personal nature....
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