Leadership Self Awareness
Susan
A leader is more comparable to a mentor than the way a manager is. This is something that should come quickly to someone who has teamwork strength. The leading ability generates from a person’s personality and being in a position where they can be highly regarded and trusted—having humor will also aide in acquiring the respect and individuals’ trust if used well. “On the other hand, listening only to our rational, factual side is not Emotional Intelligence, either. Feelings, instincts, and intuitions gained through experience are vital sources of information about the world around us” (Sterrett, 2000).
A leader should have the emotional intelligence to lead, manage, and mentor all together. Susan should not view the two abilities that she had high scores as the main thing that makes a leader great. Any other skills should be improved despite their strengths and weaknesses. As conveyed, a leader should have the magnitude to make choices and decisions grounded on their experiences yet also know how to handle their emotions to be able to have the right choice in preparation for the gathering. Susan requires direction on a better way of keeping up with reasonable intelligence. The VIA test utilization was a typical approach for Susan. Withal,” For a test to be useful in career coaching, it needs not only to be a reliable and valid measure of the constructs or attributes of interests.” (Kaufman, C. (2012). If I were Susan, I would concentrate on areas I was lacking and aim at molding them. The test should aide Susan in better developing her weaker traits, for she is already well-fortified in the two areas mentioned. If she manages this, she will become an even excellent leader and manager.
Harold
In regards to Self-Awareness, Harold has got his at a high. He has set his values and goals, knows what he wants, and knows what to do to them. Notably, he is more manager than a leader or mentor, so he uses the skills he has in getting whatever he wants or where he wants. Although this is a great thing, it can also be viewed as a hindrance. This is so because, when one is a leader and mentor, they are required to use the skills not only for their benefits but for the whole team as well. Harold lacks in this field, for he is using it for his gain. Even though it might seem like I can’t make a choice, I believe that Harold is both strong as well as lacking in Self-Confidence. On one hand, he believes in himself by taking risks, but on the other, it looks like he would find it more difficult to admit his failures or to ask for help. If he can be able to, then he would blame the juniors of his mistakes to look good to the superiors.
Notably, Harold has great Self-Control, which is evident in his adaptability when he is around his people of higher ranks than him. He excels in networking and how he well handles the stresses of being around his superiors. If he was to better himself in the areas that he is lacking, then he could make a great leader. Still, if he maintains the way he is, he might go a long way but leave a number of his juniors with no professional respect towards him. Harold also entirely lacks in Empathy, for he fails to read his juniors non-verbal ques. Should he pay attention, he would realize that they view him as an incompetent, and just like its mentioned, “he often makes decisions based on what will get him promoted rather than on what is best for his employees or his organization.” As long as he does not realize this, Harold’s empathy is lacking. This makes him seem like a toxic leader; therefore, his juniors will continue to regard him as a pessimist when it comes to working for him or with him.
Harold does not lack in Self-Motivation as it is stated, but when it gets to the motivation of is juniors, he is very much lacking. They see that he is just motivated to get ahead of himself in the organization and not assist them in achieving their goal. He can be termed as the type of leader that not so many people would want to be around. I do believe at any chance possible, and he would quickly throw his juniors under the bus to make himself look better in any possible way. In social competency, Harold excels with no doubt but lacks in ways including integrity. He excels, for he is good at establishing rapport as well as influencing others. But when it gets to being liked and having a good relationship with others, he opts to go with the ones that can aide him in becoming a future CEO and not his subordinates.
Carl
Carl has more Self Awareness, and it helps him in being a good leader, something that also makes his employees trust him more. With that, he should keep on being an excellent leader and let it lead to his positive behaviors. I believe that when it comes to Self-Confidence, Carl is hindered, for he cares a lot, and his confidence is tested if failure comes his way. At a certain point in life, failure is going to happen, but when it happens to Carl, he secludes himself from it, which includes even his livelihood and his job. Carl should take some leadership classes on building confidence to manage this. His Self -Control is median, for he is quite adaptable, but when it comes to other factors, he is stunted. He does not handle stress well and has too many emotions (Peterson,2011). But just like everything else, this also can be adjusted with some work, although he must be willing to improve and manage the issues. Overall, Carl is a great person, and he should not allow all these issues to weigh him down. He can excel well, but he has a lot of Empathy, which is causing him to react the way he does when he is faced with issues. When he learns of his team’s profitability going down, he leaves the job for a while. He should understand that such things happen and be able to move on. I believe that Carl’s Motivation is what keeps his employees at par, but they did not expect he would leave at a profitability loss. Notably, his Social Competency is high, and he is likable; his integrity as well is excellent as well as his honesty. His only problem is that he takes matters too personally.
References
Peterson, C. (2011). The five attributes of emotional intelligence. [Books24x7 version].
Sterrett, E. A. (2000). Manager’s Pocket Guide to Emotional Intelligence: From Management to Leadership. Amherst, MA, USA: HRD Press. [EBSCO eBook Collection]
Kaufman, C., Silberman, J., & Sharpley, D. (2012). Chapter 17: Coaching for strengths using VIA. In Passmore, J. (Ed.). Psychometrics in Coaching: Using Psychological and Psychometric Tools for Development (2nd Edition)