Lessons in Personal Leadership Development: Where do I go from here?

  1.           The major thing that I have learned through building my own authentic leadership is that I am a leader who likes to be rewarded for my hard work. This allows me to fully identify my leadership development plan as I develop into a leader who can accept failure.  I learned that being rewarded for my hard work may not always happen and I need to be able to accept that.  I have also learned that being rewarded should not be my ultimate goal when performing tasks.  The best reward I can get is the experience and new knowledge I learned while doing a certain job that will help me succeed in future endeavors.  My vision states that I am a leader who facilitates, and one who hopes to integrate others into the team.  I learned that in order to help the entire team succeed; I must focus less on how I am to be rewarded for my hard work, and more on how the entire team/organization can benefit from our combined contribution.
  2.           As a leader, my two greatest strengths are the facts that I am very conscientious, which allows me to make reliable decisions under high stress situations; and that I am team focused, by allowing all members to confidently express their ideas or concerns in order to establish the best plan moving forward.
  3.           After completing the team project, I have identified some areas that could use some improvement within my team to make it perform even better than it already has. Our team was very good at planning (creating ideas, delegating tasks, setting up meetings etc…).  However, it seemed we were hesitant to get started with our duties.  I believe this was a result of our team consisting of two yellow (Collaborative) , and two red (Controlling) quadrant members.  Both of these quadrants are internally oriented which made it easy for us to plan our course of action easily but made it hard for us to initially start our actions like contacting the charity as well as booking the ice rink.  This is also reflected when submitting our first written report; it was very last minute when everyone put their parts together which left little time for editing and team reflection.  I recommend maintaining a balance between planning and actual project completion. This will help develop our time management skills, and result in team performance moving from good to great.deep_thinking_and_internalising

Assessing My Current State of Leadership and Setting Leadership Development Goals

Assessing My Current State of Leadership:

As I chase the ultimate goal of an authentic leader, I am constantly focused on developing the leadership capabilities that were not illustrated as one of my natural components. According to my Competing Values Framework, I am currently defined as a leader with natural leadership capabilities within the yellow section, known as collaboration quadrant. I realized that I was a person who emphasized team participation, and team cooperation. This is evident in almost everything I take part in. When it comes to communication among the people I am around every day, I noticed that I always try to resolve conflicts peacefully through a compromise between the two or more parties. This demonstrates my collaboration aspect, coinciding with the way I try to get everyone’s words and opinions into the conversation and how I emphasize cohesiveness among my groups. As I currently participate in my team assignment, I always make sure that everyone participates the way they are supposed to, and that no member becomes too in control of the group’s decisions. I feel that I bring a sense of mindfulness alongside a great deal of principle to the team.

My current state of leadership resides in the two leadership aspects of responsible freedom and authentic engagement. The current gap between my current state of leadership and my fundamental state of leadership can be identified by assessing the strengths I must make even stronger to establish myself at a maximum. My Personality test results from the Big Five test, reveals myself as someone who is very conscientious and responsiblecalendar. I have a huge calendar in my room where I write all of my deadlines down so that I can be reminded of them every day when I wake up. This can help me reach my Fundamental State of Leadership because when I am focused on getting a task done, I will not shy away from a confrontation or difficult task just to avoid an uncomfortable situation or conflict. Also, since my lowest score on the Big Five test was extraversion, it is easy for me to block out external stimuli in order to stay on task and avoid risk.

Motivation is the key to development. I believe that when someone can identify what motivates them, they can use that reason to live a life of fulfillment. Personally, after completing the motivation assessment, I have realized that I am motivated by seeking a reward for my behaviour. Applying this to school work, I am motivated to study hard in order to achieve a grade that I believe is fulfilling.

After participating in a confidence test, my results revealed that I have average confidence and that in order to remain confident, I must be successful after completing a large amount of hard work. The results told me that I can sometimes be too hard on myself and that I should reflect on weather external factors were involved if I fail a task. I have a high self-efficacy which I am proud of; however I can learn to make it stronger. The best way I believe I can increase my self-efficacy is by learning to take pride in my work even when it results in failure.

I have always been a role model for my younger brother since we were little. He has always looked up to me so I asked him to give me feedback about my current state of leadership. He believes that I am a person of responsibility and cautiousness. I am always on top of things and I never “jump the gun” on situations. He said that in order to improve my leadership skills, I needed to take charge more often. He said that I inspire people through my actions which is a good asset; but I should try to use my voice more often to convince, command, or lead others.

When asked about a leader whom I admire the most, the name Kevin O’Leary comes to mind. O’Leary is the co-founder and Chairman of O’Leary Funds, the co-founder of SoftKey (a publisher and distributor of CD-ROM based personal computer software), aoleary-mainnd a famous investor. Everyone knows who he is. Two fundamental states of leadership that Kevin O’Leary demonstrates are responsible freedom, and authentic engagement. O’Leary is unafraid to engage himself in the world around him and to challenge others to do the same. He is clearly also responsible with his finances having a net worth of $400 million US dollars. In order to reach my goal to become an effective leader like Kevin, I must become more outgoing and assertive when it comes to getting things done. I also must not be afraid to be confronted or to confront people. As I develop as a leader, I should always remind myself of what motivates me, as well as what role can I play in teams determined by my strengths and where I can improve as a leader.

Setting Leadership Development Goals:

Vision:

As a facilitator, I am eager to engage myself and others into team activities. I value the freedom to share ideas and receive honest feedback.

As I develop into an authentic leader it is important to guide myself using specific goals, as well as using those goals to become stronger in the controlling and competing quadrants of the Competing Values Framework. At this point in time I have set out two goals that I feel will encourage me to develop and be rewarded for my success. I have set up two SMARTER goal charts to break down what each goal I set intends to achieve, how I will accomplish that goal, and how I will measure my success or failure of each task.

Goal 1: Network more, and meet with a new person each week throughout my University experience

goal 1

networking

Goal 2: Mentor a struggling student in hopes of them achieving academic success

goal 2

My Personality

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After completing the Big 5 Personality Test, The Myers-Briggs Model, The Grit Survey, and the PERMA Test, I now have a better understanding of my personality as well as the strengths and weaknesses my personality gives me.

On the Big Five Personality Test, I scored lowest in the Extraversion category. I agree with the test results and realize that I am not very assertive or sociable in some situations due to my shyness and not having a lot to say. I acknowledge that this is a weakness especially in the business world because as a leader, onAAEAAQAAAAAAAAJ5AAAAJDVkYmY4YTkyLTgzMmMtNGYxMy04NGUxLTYyMTM2ODAyNDVhMQe must have proficient communication skills and be able to inspire people through their words. However, I believe that I do take a commanding role when I am in teams even though I am quiet because I say what needs to be said; and my colleagues recognize that I am a competent leader. I strive to strengthen this category by being more assertive when I am talking in a team environment, as well as finding alternative ways of inspiring people such as leading by example. I also agree with the fact that I scored high in the Conscientiousness category, and low in the Openness-to-Experience category. I believe these two categories reflect each other because I am a very organized and determined person who loves strict schedules, order, and hard workers. However, this love of order causes me to be cautious and traditional which can be weaknesses in the business world because an effective leader must be able to take risks as well as adapt to their surroundings. My goal is to work on my adaptability to sudden changes in situations while keeping my high self-discipline.

After completing the Myers-Briggs Model, I found out that I fall within the INTJ personality type (Introvert, Intuitive, Thinking, and Judging). These results coincide with my Big Five Personality test scores. As an introvert, I am more internally focused and constantly think about new ideas which is both a strength and a weakness because although I may find new ways to solve problems, my people skills may be lacking. As an intuitive person, I tend to look towards long-term goals as opposed to the present problems. I personally think this is a better waINTJwordley of thinking because the long term well-being of an organization (or anything in general) is more important than the short term, even if the short term option seems more rewarding at the time. I do acknowledge however that I must not ignore the facts of the present because without short term well-being, there cannot be a long term. As a thinker and a judger, I look at the world in a logical, practical way and plan my decisions carefully before going through with them in an organized approach. The strength in that way of thinking is that I can make rational decisions and follow a set plan on how to get things done. However, when making decisions, I should work on keeping my options flexible so can adapt to my surroundings as well as take into consideration my values and morals so that I may not perform unethically (just because a decision can make you the most profit, does not make it the most logical decision).

Upon completing the Grit Survey and the PERMA Test I saw that I had a high score on the Grit Survey and mostly low scores on the PERMA Test. This gives me confirmation that I focus on the long term, and will do whatever it takes to achieve my goals; but it also tells me that I need to work on myself internally in some areas so that I may have the confidence to inspire and lead people from the inside out.

I have encountered a great understanding of my very own personality. All of my tests have displayed results that all connect within each other. As I develop into an authentic leader it is extremely important that I take advantage my strengths I have, to benefit those who surround me.

Reflecting on My Personal Leadership Values and Vision

Upon completing the Rokeach Value Survey and the Competing Values Framework Assessment, I saw the rankings of my terminal and instrumental values, as well as my managerial role strengths and preferences.

The results showed that inner harmony and freedom are my top two prioritized terminal values and that honesty and forgiveness are my top two instrumental values. I believe that everyone has the right to make their own decisions and to be free to pursue whatever life they want to live. The freedom I have in Canada drives me to strive for success because I know that our freedom is not something that the entire world shares and I want to make the most of it. I also believe that working hard towards my goals will give me inner peace because will I know that I earned my rewards. I am also a strong believer in forgiveness; everyone makes mistakes and deserves second chances. However, I do not think that people should be dishonest just to be nice; I would rather receive constructive criticism than false approval.facilitation-img

Out of the four competing values, I fall into the collaboration quadrant. I like when everyone in an organization has the right and responsibility to participate without fear of negative feedback. As a leader, I must constantly encourage team members to be open-minded about others’ ideas. However, I must responsibly facilitate meetings in order to produce action, as opposed to many ideas and with no decision on an action. In my group, I will encourage members to share their ideas openly, give honest feedback, and forgive any missteps by other team members.

Vision:

As a facilitator, I am eager to engage myself and others into team activities. I value the freedom to share ideas and receive honest feedback.

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