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Leadership In Our Lives

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Leadership permeates our lives from the time we begin to understand that which is right and that which is wrong. The act of decision making can be traced to our leadership traits which are already present in a small amount and unrefined within us until later years. These traits either under the environmental influence, peer pressure, family culture and formal learning and the experiences that are professionally learned take on different forms as we navigate through life. In this paper, I will share my thoughts on my leadership style, by exploring my leadership experiences, my current role as manager, my key leadership experiences, my leadership strength, my EI and my DiSC.

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My Leadership Experiences

Across the board, the leadership debate has never been so fierce then it is now. In today’s 21st-century business environment, the importance of this debate is especially true to all the actors involve be the managers who are practically implementing the leadership practice on a daily basis, and the experts who are constantly trying to understand in the intricate nature of the subject. In my current line work where I serve as a territory sales manager, the experience is wonderful and challenging. Throughout the years my leadership experiences have been shaped by the places I lived, my family the organizations I affiliated with and my work environment. I have not only gain insightful lessons from my close proximity to these different environments but I have also gained critical leadership skills as well. Having the chance to see leaders set clear goals and lead members to the attainment of those goals was great. I have learned to be a better communicator with those I work with, motivate and delegate members on my team as necessary.

My Current Role

I’m responsible for more than just one thing in my area of responsibility, my role is pretty scalable, I keep revenue engine running up to pace with forecast, teaching significant elements of the company products and services, which mean providing the tools necessary for success. Managerially, I analyzed the sales performance of the individual sales rep to understand what area the team member might need help. I attached very significant importance to these roles. I have come to discover how wonderful and challenging the experience is and most importantly how rewarding it.

Key Leadership Experiences

There are two experiences I considered pretty significant in my leadership journey; one as a soccer team captain for my community and the other as a territory sales manager in my current job. My role as a team captain meant I was to work in close relationships with the coach of the team and the rest of the players on the team. These were challenging times for me I had to coordinate with the coaching staffs to plan training sessions in order to get the maximum training results desired by the coaching staffs, which meant getting every player to practice and demanding full commitment from them. On the other hand, I was responsible for maintaining players discipline at all times because it was possible to have unruly players in the team due to lack of playing time. In the end, it all worked out well as there as the relationship between players and coach. In my current job, the experience I have and continue to experience is challenging but the rewards have been great and awesome whether it is meeting sales targets, enjoying high enthusiasm from team members and eventually building a strong relationship with management.

My Leadership Strengths

The importance of the Jack Welch’s fundamental principles of leadership has and continue to be relevant to many management teams across the spectrum. However, there are two of Jack’s principle that I found in tune with my leadership development they are; rule number 1, which says, leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach and build self-confidence. As Jack would say, the team with the best players win, leaders should spend more of their time evaluating, coaching and building the self-confidence of their team. This rule aligned perfectly with my leadership profile. As a leader, I look out for members of my team. I want to know what is affecting their performances and how we can work together to improve as a team. Another one of my key strengths can be derived from Jack’s 8 rule of fundamental leadership rule number 8. I embody this rule. Because of this, I value people more. I take absolute pleasure in building a close relationship with team members I like to keep the environment positively filled with enthusiasm and a positive sense of humor.

My Emotional Intelligence

According to Daniel Goleman, emotional intelligence is “the ability to manage ourselves and our relationships effectively this ability consists of four fundamental capabilities: self-awareness, self-management, social awareness, and social skill.” On the whole, my emotional intelligence is at a high level and here is why; I know that being in tune with my self-awareness allows me to know my emotions, strengths, weaknesses, drives, values, and goals and how I impact others. The immediate benefits that arose from this ability are Self-confidence, Realistic self-assessment, Self-deprecating sense of humor, Thirst for constructive criticism. For instance, a manager knows tight deadlines bring out the worst in him. Therefore, he plans his time to get work done well in advance.

Self-regulation is another element of emotional intelligence that deals with Controlling or redirecting disruptive emotions and impulses. This component is also essential because it highlights the value of trustworthiness, Integrity, Comfort with ambiguity and change. When a team botches a presentation, its leader resists the urge to scream. Instead, she considers possible reasons for the failure, explains the consequences to her team, and explores solutions with them after it is a team affair. Empathy considers others’ feelings, especially when making decisions. This ability builds expertise in attracting and retaining talent, ability to develop others, sensitivity to cross-cultural differences. These skills have enabled me to exhibit a great deal of emotional intelligence towards people and maintain respect in my interaction with people across the spectrum.

My DiSC Profile

My DiSC style is an “I”. Individuals with an I style, according to DiSC is described as optimistic, enthusiastic, enjoy relating to others, lively and high-spirited. When they communicate, they tend to use gestures and raise their voice to capture people’s attention. These individuals work great under pressure, take on a variety of tasks to maintain motivated and like to work in free-flowing environments. This style of leadership also likes to encourage team settings, like to be liked and to uplift the people around them.

There are obviously some weaknesses that are often associated with this style, which is the reluctance to provide negative feedback, overestimate their abilities, snap after the constant unpleasant conflict, at times unrealistic and playing the “bad guy”. The priorities that shape this leadership experience are providing encouragement, valuing collaboration, taking action and giving support. Some of the more enjoyable aspects of management for these individuals are developing warm relationships with team members, keeping this moving, promoting creativity, considering the needs of others and getting people involved. On the other hand, these people tend to dislike are being forceful with others, making tough decisions independently, having to reprimand people, not being able to use their smarts and working towards a long-term goal. Jack Welch mentions how important celebrating “wins” and recognition are to a winning team.

Leadership Skill Development

Self-Management: the ability to keep disruptive emotions and impulses under control. Trustworthiness: a consistent display of honesty and integrity. Conscientiousness: the ability to manage oneself and one’s responsibilities. Adaptability: skill at adjusting to changing situations and overcoming obstacles. Achievement orientation: the drive to meet an internal standard of excellence. Initiative: a readiness to seize opportunities. I’m convinced that this element of my EI will need constant fine tuning on a regular basis.

Motivation, as identified by Goleman, is a crucial managerial skill to have. I’m in total agreement with Goleman. It is difficult to entertain the idea that a manager can cultivate a successful managerial career without possessing these motivational traits; being driven to achieve for the sake of achievement, having the passion for the work itself and for new challenges, unflagging energy to improve and optimism in the face of failure.

It is essential for a manager to have motivational skills because a study has shown that motivational skills positively arouse the interest of employees to go the extra miles when creatively employed by managers; a fair salary to employees is typically not enough inspiration although it is important too. There are a number of ways to motivate your workers: you may build employee self-esteem through recognition and rewards, or by giving employees new responsibilities to increase their investment in the company.

Conclusion

In the midst of discovering the general meaning and significance of leadership profile, I became aware of some awesome traits about myself as a leader and the necessary skills for continuous improvement. It was especially exciting to read on so many important elements that pertain to leadership profile, for instance, emotional intelligence and leadership experience. My EI thought me that been in tune with my self-awareness allows me to know my emotions, strengths, weaknesses, drives, values, and goals and how I impact others. The immediate benefits that arose from this ability are Self-confidence, Realistic self-assessment, Self-deprecating sense of humor, Thirst for constructive criticism. For instance, a manager knows tight deadlines bring out the worst in him. Therefore, he plans his time to get work done well in advance. Self-regulation is another element of emotional intelligence that deals with Controlling or redirecting disruptive emotions and impulses.

This component is also essential because it highlights the value of trustworthiness, Integrity, Comfort with ambiguity and change. When a team botches a presentation, its leader resists the urge to scream. Instead, she considers possible reasons for the failure, explains the consequences to her team, and explores solutions with them after it is a team affair. Empathy considers others’ feelings, especially when making decisions. This ability builds expertise in attracting and retaining talent, ability to develop others, sensitivity to cross-cultural differences. These skills have enabled me to exhibit a great deal of emotional intelligence towards people and maintain respect in my interaction with people across the spectrum.

Another important discovery I made in the course of writing this paper is my leadership strength. As Jack would say, the team with the best players win, leaders should spend more of their time evaluating, coaching and building the self-confidence of their team. This rule aligned perfectly with my leadership profile. As a leader, I look out for members of my team. I want to know what is affecting their performances and how we can work to together to improve as a team. Another one of my key strengths can be derived from Jack’s 8 rule of fundamental leadership rule number 8. I embody this rule. Because of this, I value people more. I take absolute pleasure in building a close relationship with team members I like to keep the environment positive filled with enthusiasm and a positive sense of humor. These elements have not only richly filled important missing information on my understanding of leadership literature but also strengthened my foundation with respect to leadership in the 21st century with irrefutable facts.

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