Leadership Self-Analysis

Topics: Leadership, Organizational studies and human resource management, Management Pages: 13 (3714 words) Published: September 12, 2014

Leadership Self-Analysis and Theory Integration

Leadership Self-Analysis and Theory Integration
Leadership is a term that can sometimes be casually tossed around without understanding what it truly entails. Leadership can be viewed as the person, a particular position, the influence a leader has on others, or by observable results (Banks & Ledbetter, 2003, p. 16). More than ever before, I feel as though the term leadership is becoming a focus in Churches, schools, corporations, organizations, government sectors, clubs, and teams. Why? People desire leaders to forester change, create efficient, encourage unity, and produce excellence. Leadership is a vast and powerful word that requires sacrifice, integrity, passion, and dying daily to flesh. Since I was a child it seems that the Lord has constantly positioned me in places to display leadership whether I welcomed it or not. Isaiah 55:8 states, "For my thoughts are not your thoughts, neither are your ways my ways," declares the LORD" (NIV). Therefore, the intention of this self-analysis is for me to look into the mirror and face my flaws, understand my leadership styles, and identify my inclinations to be able to serve the body of Christ whole heartedly as God desires. Intrapersonal Leadership Tendencies

The Leadership Potential Questionnaire shared with me that quality of leadership (10/11) and management (9/11) are in very close proximity of each other. This test made it clear that having a strong leadership potential gears me towards the use of an intuitive approach by consistently developing fresh ideas and seeking new directions for organizations (Draft, 2005, p. 17). I agree with my traditional management score being high because I do like to forester an atmosphere of stability and efficiency while making rational decisions as well. Having a balance between leadership and management is a fantastic cross between being innovative while staying aware and using wisdom at the same time. The results of me focusing in on the intuitive approach and being innovative was reconfirmed with the results of the Myers-Briggs Type Indicator (MBTI, 1998). Myers-Brigg Type Indicator (MBTI, 1998) shared that I am an Extravert (E), Intuitor (N), Feeler (F), and Perceiver (P). Walck (1997), concerning managing subordinates, shared that "Research suggest that E,N, and F are associated with interactive leader behaviors, while S,T, and J are associated with administrative skills"(p. 80). This statement caused me to reflect on the fact that I much rather be teaching and assisting others then sitting behind a desk completing a list of task. According to Northouse (2013) someone that's an ENFP is deemed as an innovator that is imaginative, enthusiastic, and expressive (p. 335).

As the Myers-Brigg Type Indicator (MBTI, 1998) provides information to the individual and organization about someone's unique attributes for leadership, while the Leadership Trait Questionnaire assess personal leadership characteristics which also highlights the special strengths or weaknesses of an individual (Northouse, 2013, p. 37). Unlike other leadership approaches that address leaders, followers, and situations, the trait approach keys in solely on leaders (Northouse, 2013, p. 30). With have 5 others taking this assessment and all of them giving me higher ratings then I gave myself, reconfirmed that I am my own worst critic. The following are the traits that were examined: articulation (Others: 4.6, Self: 4.6), perception (Others: 5.0, Self: 4.0), self-confidence (Others: 4.8, Self: 4.0), self-assurance (Others: 4.8 & Self: 4.0), persistence (Others & Self: 5.0), determination (Others: 4.6, Self: 4.8), trustworthiness (Others & Self: 5.0), dependability (Others & Self: 5.0), friendliness (Others & Self: 5.0), outgoing (Others: 5.0, Self: 4.6), conscientiousness (Others: 5.0, Self: 5.0), diligence (Others & Self: 5.0), sensitivity (Others: 4.8 & Self: 4.0), and empathy...

References: Banks, R., & Ledbetter, B. M. (2004). Reviewing leadership: A Christian evaluation of current approaches. Grand Rapids, MI: Baker Academic.
Briggs, K. C., & Myers, I. (1998). MBTI: Self-scorable form m. Mountain View, CA: CPP.
Daft, R. L. (2005). The leadership experience (3rd ed.). Mason, OH: Thomson Southwestern.
DuBrin, A. J. (2009). Political behavior in organizations. Thousand Oaks, CA: Sage.
Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership: Learning to lead with emotional intelligence. Boston, MA: Harvard Business School Press.
Lennick, D., & Kiel, F. (2008). Moral intelligence: Enhancing business performance & leadership success. Upper Saddle River: NJ: Wharton School Publishing.
Northouse, P. G. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: Sage.
Selig, W. G., & Arroyo, A. A. (1995). Handbook of individualized strategies. Los Angeles, CA: Western Psychological Services.
Walck, C
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