M1 – C Leadership Traits and Tribal Leadership
A discussion into the above results points to the self-rating and the Average rating I got from the above five raters. Ideally, before anyone rates your qualities as a leader, one ought to self evaluate him or herself. This evaluation focuses on the strength and weaknesses of a particular item. The paper below is a discussion on the LTQ and its application in the organization based on society.
LTQ
| Rater 1 | Rater 2 | Rater 3 | Rater 4 | Rater 5 | Average Rating | Self Rating | |
| Articulate | 5 | 4 | 4 | 3 | 5 | 4.2 | 5 |
| Perceptive | 3 | 4 | 3 | 3 | 4 | 3.4 | 5 |
| Self-Confidence | 4 | 4 | 3 | 5 | 5 | 4.2 | 5 |
| Self Assured | 4 | 3 | 3 | 3 | 3 | 3.2 | 4 |
| Persistent | 4 | 5 | 5 | 4 | 4 | 4.4 | 5 |
| Determined | 4 | 4 | 5 | 3 | 4 | 4 | 5 |
| Trustworthy | 1 | 3 | 4 | 2 | 3 | 2.6 | 4 |
| Dependable | 3 | 4 | 3 | 3 | 4 | 3.4 | 4 |
| Friendly | 2 | 1 | 2 | 3 | 1 | 1.8 | 4 |
| Outgoing | 4 | 4 | 4 | 4 | 4 | 4 | 4 |
| Conscientious | 1 | 1 | 2 | 1 | 3 | 1.6 | 3 |
| Diligent | 3 | 1 | 4 | 3 | 4 | 3 | 4 |
| Sensitive | 3 | 2 | 4 | 3 | 2 | 2.8 | 3 |
| Empathetic | 5 | 5 | 5 | 5 | 5 | 5 | 5 |
Discussion on the LTQ
At Articulate, my analysis asserts that I am an extrovert possessing the traits of an extrovert. Thus, it is easy for me to communicate with others, whether small or big, in terms of offices. Thus, at the self-rating, it was sound for me to give myself five rates. Comparably, the results from the average ratings are not different. The 4.2 is not far from my five, which ascertain that I am competent at communicating with others.
As a leader, one ought to be insightful and discerning (Partridege, 2012). Thus, there reaches a time when one sits down to think of the information given and select the essential information. Thus, in the self-analysis, it was fair to give five ratings. However, as pointed by the average raters, there are 3.4 average rates.
Besides, self-confidence is an art where a leader believes in himself or herself and also his or her abilities (Logan, 2011). An analysis pointed at my traits; one may assert that I strongly believe in myself. Moreover, the ideas I post at the business are the ones that I have a full conviction that they are the best because they have undergone insightfulness in mind and experimental analysis. However, this allowed me to rate myself at five. However, the average ratings from the raters gave me an average rate of 4.2
Moreover, in the business, I am usually free from every doubt; however, there are specific ideas given by the juniors to innovate the workplace. Thus, in implementing such ideas, there exist several doubts. Thus in self-rating in self assures, I had four which can be directly compared to the raters average, which was at 3.2.
Persistency is an art of being fixed on the goas regardless of the push and pull one may get on the way. Ideally, as a leader, persistence helps achieve business goals. Assertively, bearing on the previous results, I am persistent enough, and that is why a self-rated at five, which is not far from the average ratings which the raters gave me, which was 4.4.
Determination in its cause also affects overall leadership quality. As outlined in the LTQ, I am determined, at whatever cost to accomplish any given goal. That is why there was a sell rating at 5. However, the average rating depicts four, which is relatively not a wide gap.
On the other hand, trustworthiness for efficiency in leadership, trustworthiness is required (Sandefur, & Deloria, 2018). This is an art of being authentic and inspiring confidence. This trustworthiness is seen in the books of account and the general leadership; however, what surprised me as the raters gave an average rating of 2.6. I gave myself a self-rating of 4 since, at times, human beings are prone to errors, which may limit the level of trustworthiness. However, it surprises when the raters give an average rate of 2.6.
The 3.4 average rates on the Dependable can be directly compared to the four self-rating given. It is agreeable that my leadership skill is agreeable, and one can rely upon it. The reliability in business leadership is seen it the general strategic planning where the sustainability of the plan will give the workers confidence in the leaders.
One fundamental trait in leadership is seen in his or her friendly relations with others (Partridge, 2012). Assertively, I personally believe that I am friendly since I have been able to strike business deals with other businesses. Moreover, the pacts signed under my leadership, signify friendliness. However, it is shocking that the average rates came at 1.8. It means that they disagree with my friendly trait. It is the most different result I expected.
Moreover, I agree with the fact that I am outgoing (Logan, 2011). One quality of an outgoing leader is seen in his or her nature of getting along with everyone. It is a character that lives in me, and one would not separate it from getting along with everyone. It is the reason why the business chooses me to sign pacts with other organizations. This is the most similar rating I have found from the five raters worth an average rate of four when compared with myself rating.
In terms of conscientiousness, the LTQ reveals that I self-rated at four, meaning I am neutral in terms of organization and control. However, the average rating points out at 1.6. it means that they reasonably disagree with the conscientiousness in me.
Being a leader means working diligently round the clock to ensure that the mission of the company is realized (Ardichvili & Dirani, 2017). However, it is assertible from the self-ratings that I am diligent enough. However, this is contrasted by the average ratings from the five raters who believe that I am neutral.
My leadership also points out that I am neutral enough to be sensitive. This actually is base on the simple fact that sympathy is earned not found. Moreover, the degree of tolerance will depend on how one is provoked. Both the average rating and self-rating are seen to be agreeing on this neutrality insensitivity.
However, in the field of empathy, a leader ought to identify others using their ideas (Wolff, 2014). They should learn to list to others. However, the self-ratings and the average ratings assert the fact that I strongly agree with this trait.
However, from the above analysis, one may conclude that there are some results that are not equal or somewhat similar. Besides, some results strongly agree, and one may use this to deduce my leadership character. Ideally, there are some results that are conflicting. However, close scrutiny on the conflicting result will assert the fact that there exists an individual difference amongst the people and thus the difference in rating.
From the feedback received by the raters, there are some steps which could be used to develop the leadership skills (Hall, 2009). One of them is growing the awareness of the leaders. One can not impact others if he or she does not know him or herself better. Moreover, goals setting are essential as it will give the leaders a vision and a mission to chase, thus looking for solutions. Besides, showing empathy is another step of action where leaders may get assisted by other people. However, in this setting, the leader has to be decisive enough to know what is right and wrong for the organization. Furthermore, the last step involves friendliness, which will guide and guard the general association between leaders and other people.
In conclusion, leadership is a position aspired by may. However, it should be noted that en effective leader should have some traits that are exemplary. As posted, the strengths of a leader lie in the continuous public ratings due to the associations they have. Thus, leaders lie in society and ought to be rated for checks and balances. As posited above, there are some five action plans from the feedback acquired that leaders may follow to affect their leadership.
References
Logan, D. (2011). Tribal Leadership. Google Tech Talks [Video File]. Retrieved from https://www.youtube.com/watch?v=jirePLc0U1A
Hall, G. (2009). Tribal Leadership An Interview with David C. Logan and John King. Reflections, 9(3–4), 15–19. Retrieved from http://web.b.ebscohost.com.ezproxy.trident.edu:2048/ehost/pdfviewer/pdfviewer?vid=1&sid=b1ec8b10-4051-4fc7-b7ab-9ff553db2b33%40pdc-v-sessmgr03
Wolff, J. (2014). Tribal leadership: Leveraging natural groups to build a thriving Organization1. The Army Lawyer, 33-36. Retrieved from https://search-proquest-com.ezproxy.trident.edu/docview/1636542091?accountid=28844. Retrieved from https://search-proquest-com.ezproxy.trident.edu/docview/304299495?accountid=28844
Logan, D. (2011). Tribal Leadership. Google Tech Talks [Video File]. Retrieved from https://www.youtube.com/watch?v=jirePLc0U1A
Partridge, A. (2012). Tribal leadership. How does it affect your company culture? Enviable Workplace. Retrieved from http://enviableworkplace.com/tribal-leadership-and-your-company-culture/
Ardichvili, A., & Dirani, K. M. (2017). Leadership development in emerging market economies. Leadership development in emerging market economies (pp. 1-12). Palgrave Macmillan, New York.
Sandefur, G., & Deloria, P. J. (2018). Indigenous leadership. Daedalus, 147(2), 124-135.