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The completion and analysis of the CVF

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Staying true to who are you are as a leader requires that you first have an idea of your leadership preferences, and how you lead most effectively. The completion and analysis of the CVF assessment and subsequent reflection on the results have given me a much clearer idea of my leadership preferences. Additionally, this process has drawn to my attention many of my own misconceptions about the way in which I lead. It appears that I have much stronger preferences for collaboration and control than I ever would have predicted. This knowledge is an extremely essential part of knowing who I am as a leader and is essential to staying true to this role so that I can be the most authentic leader I can be.

Knowing where I fall within the CVF has given me a most more clear idea of my leadership preferences and thus how I can develop my authentic leadership. Firstly, I know that my strength is in collaboration. This means I naturally see the value in building relationships and gaining input from others. Additionally, using my roles as a mentor, I can engage in the development of my followers through a caring, and an empathetic orientation. As I stated previously, I strongly believe that these are all essential aspects of authentic leadership.
Additionally, knowing what the extreme and ineffective behaviors of the mentor role look like will also protect me from damaging the authentic leadership I have worked so hard to establish. A mentor who has taken their role to the extreme is indulgent, permissive, undisciplined and irresponsible. It is my belief that a leader engaging in these behaviors hinders their follower’s personal development and causes followers not to trust their leader. This will ultimately have severely negative implications on the authenticity of their leadership. The self-reflection I have engaged in as a result of my CVF assessment analysis has made it clear to me that I have a strong tendency to engage in some of these behaviors. Going forward equipped with the knowing what these behaviors look like means I can recognize when I am about to engage I them and take steps to prevent. This will prevent these behaviors from damaging my roles as an authentic leader.

I am also now much more aware of which areas I have the least preferences and strengths. For me, these areas are complete and create. Thus to develop authentic leadership I will acknowledge when a task requires these tasks be tapped. In these situations, I will draw on the skills and guidance of followers who have strengths and preferences in these areas. This will show followers that I am aware of where my weaknesses are and show them that I value their skills and input. This will further display my integrity and honesty to my followers, which I believe are two of the most important aspects an authentic leader.

Thus the results of my CVF assessment and the subsequent self-reflection that it has inspired will be extremely useful to me as I focus on strengthening my authentic leadership. It has brought to light my leadership preferences, misconceptions, and the areas that I have fewer preferences in. Additionally, it has made me aware of the behaviors that I tend to engage in which can have significant negative impacts on the development of authentic leadership. As a result, I now feel as though I have many more tools at my disposal that will enable me to move from good to great and from success to significance as a truly authentic leader.

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