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It seems to be human nature to contemplate on our weaknesses rather than our strengths. It appears natural to ponder upon our weaknesses and search for methods to bridge this deficit area. Although, it is imperative to understand and substitute one’s weaknesses we must also actively examine or strengths. Leaders must effectively utilize their strengths to create new and innovative ideas. According to Buckingham and Clifton (2005) each person’s greatest area for growth is in the areas of his or her ultimate strength. Weaknesses can be intolerable to develop. Intelligent individuals learn to manage around their weaknesses.
According to the StrengthsFinder 2.0 assessment, my top three strengths are deliberative, futuristic, and relator. According the StrengthsFinder 2.0 assessment, people who are especially talented in the deliberative theme are best described by the serious care they take in making decisions or choices. They anticipate the obstacles before they occur. They realize that the world is an unpredictable place. Everything may seem in order, but beneath the surface they sense the many risks. Rather than denying these threats, they are quickly exposed. People who are especially talented in the futuristic theme are enthused by the future and what could be. They inspire others with their visions of the future. Finally, based on the assessment my third strength is a realtor. People who are especially talented in the relator theme enjoy close relationships with others. They find deep satisfaction in working hard with friends to achieve a goal. Overall the assessment does demonstrate my strengths. When it relates to my career and my family I prefer to think things through instead of making an impulsive decision. I desire to be proactive instead of reactive. I try not to live just for the moment, but I prefer to contemplate the future. Although, I do find enjoyment in being with friends and achieving goals with friends; I am a little surprised that this is among the top three.
A reflective leader must identify their strengths so that they can actively maintain the development of their organization. Once a leader is aware if their strengths they can actively devise a plan that can move their organization to the next level. Once you are aware of your strengths you can work with other members to appropriately designate duties that coincides with their abilities. For example, if my strength is analyzing and presenting data but my deficit area is organizing data into more manageable pieces; you can then assign this role to another individual that exhibits this strength. According to Byham (2019) effective leaders know when to use their strengths and when not to use them. The idea of growing strengths, without encouraging insight into the possible downside of overuse, can lead to personal disappointments and management havoc. Once you have identified your strengths you can now actively reflect on maximizing your abilities. Strong leaders realize the importance of collaboration and daily reflection. They are proactive instead of reactive. Effective leaders are constantly monitoring the progress of their organization and strategically searching for methods of enhancements. Göker and Bozkus (2017) argue that reflection is a vital component of leaders’ daily life, not a detached or disconnected action but primal, promoted by the culture and structures of an organization, which affects choices, policies, and decisions.
In conclusion, effective leadership begins with self-awareness. Leaders must be aware of their strengths, weakness, personality, and preference in order to effectively impact an organization. They strive to empower others while being cautious of micromanaging. They realize the importance of building teams that bring detrimental skills to the establishment. Their self-awareness inspires trust and admiration among those they supervise.
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