Personality Assessment – Part 2
Personality assessment is used to measure the characteristics of a person. It is the outcome after gathering data intended to advance research and psychological theory. The task of self-evaluation is not simple as many people may presume it to be. To begin with, one may either be entirely biased or not see their weaknesses for what they are. In such a case, positive change for such a person is almost impossible as the subject individual perceives a great leader, which is not the case.
On the other hand, you might be a perfectionist and be overzealously tough on yourself when in an actual sense, you are just doing fine as a leader. Being appointed as a manager is not all about leadership. Leadership calls for having the skills to influence other people’s conduct. When conducting a self-assessment, learning the impact one has in controlling others to inspire them is of much essence. Evidence should be the sort to verify if, indeed, as a leader, one possesses the traits that make workers want to follow suit.
DISC Style Indicator
I am a systematic thinker that follows procedure, be it in business and personal life. As a precisionist, much focus I put on the accuracy of the details presented. Diplomacy is always the best way of approach as it helps to avoid being antagonistic to fellow associates. As a leader, I believe that the key to maintaining high standards is exceptionally conscientious. All precisionists ought to prefer having a secure and protected surrounding that is presided over by regulations and rules (Goudeau 2). Also, as a leader, I have learned that I do not require large crowds; instead, a small group of close friends is much better. Despite the fact that I am often correct, being sensitive to what others think is a priority to me. As a result of being built this way, I have had to be independent and confident as I avoid conflict with anyone (Goudeau 2). A majority of us precisionist have a hard time experiencing how we feel. Blowing up when stressed is not my style; I tend to withdraw myself instead.
Least Preferred Co-Worker (LPC) Scale
In my profession, I have had to work in various groups that comprise diversified persons. I must admit that working with these different people has not been the same. Working with some individuals has been smooth and fun, while with others, it was the contrary. Not that I am gender-biased, but I tend to work well with people of the opposite sex. Interacting with them is fun, and I guess this plays a role in ensuring that we maintain a vibrant professional relation. The most challenging group of a co-worker I have had to deal with is the elderly. With them, I tend to be extraordinarily kind and do not push them to do their work as I would if we were age mates. For instance, I recall a secretary I had who did not always remind me of a meeting that was part of her work. However, approaching her and holding her responsible was not easy. As a low-LPC leader, I always care about the emotions and views of subordinates as far as things seem to be going well. Although my score on the LCP scale is high, my personality has always flown well with my leadership situations.
A good leader should show how confident they are in his workers. For this reason, I give workers sufficient space to resolve issues they go through so that they become more committed. Resources are essentials for high productivity; it is, therefore, my strategy to ensure employees have equipment and supplies to complete their job efficiently and independently. I strive to empower subordinates by availing to them in-depth recruitment to improve their competence. My leading style instills the feeling that the job belongs to the workers and not me. I appreciate it when my working group is in a position to be accountable and make rational decisions even in my absence when need be. Employees have the privilege to make decisions on issues within their field of specialization. To be part of my team, one has to understand that client satisfaction is crucial as it helps earn their loyalty. I also acknowledge and praise a worker when he or she does exceptionally well in their job.
Managerial Role Profile
I occasionally set goals that motivate employees to perform at an optimum level. The times that all groups under my management are represented in social events are not often. When it comes to supervising the performance of my subordinate, I do it sporadically as we have a close and trustworthy relationship. Rare is the number of incidences when I have had to pass information to top managers regarding my group. It is not essential so long as everything is going well from my side of view. Rewarding good performance is good; however, it can be misinterpreted. Therefore I do not always reward workers unless it is essential. Keeping track of progress is vital to ensuring that workers feel enthusiastic. Members are consequently frequently provided with data needed for the completion of their respective projects. From time to time, I ensure that I get a good work schedule from my subordinates. I do not have a hard time influencing how great managers view my group; my team’s effort sells itself out.
An active leader should give homage where it is due. My style of leadership operates on a strict frame that disciplines and rewards those who produce. Approval should not just be showered to employees as some of them might misinterpret the alleviations and start being reluctant in their job. A competent manager should also know that praises help strengthen relations and motivate morale to increase productivity. For a worker who is not productive as their colleagues, elevating their esteem through appreciation might greatly aid their performance. My leadership style understands that one of the most comfortable ways of showing interest and support for a worker is by frequently acknowledging their good deeds. However, overpraising workers may make them more open and lead to an unprofessional communication link. Managers, therefore, have to be cautious and make sure how they communicate with their subordinates does not exceed the required limit. I am a leader that considers praise to be an essential motivator that aids in the building of closers bonds.
I do not make my attitudes clear to my group. Doing personal favors to the subordinates is another thing that I consider unethical. Whenever a new idea pops up, I gladly try it out with my team. At times I do petty things that entice workers to continue being part of my team. Employees seem easily express themselves to me since I understand them. Although I have a tight schedule, there is always time to listen to the subordinates. I am a friendly leader at all times and do not let personal mood swings have the best of me. When a worker presents a viable suggestion, I often put it into action. Also, when necessary, I see that change is affected. To maintain consistency, I advocate for the use of uniform procedures.
Goudeau, Ryan. “People Keys.” Full Personality Style Report, Nov. 2017, p. 2. Accessed 28 Nov. 2017.