What Traits Do You Observe In Your Mom? ✓ Solved

Journal 1 Chapt 2 31 A What Traits Do You Observe In Your Most

Journal 1 – Chapter 2 & the following questions: a) What traits do you observe in your most recent supervisor? b) On a scale of 1 to 10, how does this leader rate on each of the 5 major leadership traits in Table 2.2 and the 5 major personality traits in the Personality Model in Table 2.3? c) Would you say this leader has assigned or emergent power or both? Explain. Additionally, refer to pages 36-38 in your text to take the Leadership Trait Questionnaire. The book recommends that you and at least five others (preferably not relatives) take this questionnaire—some may be difficult to recruit, so at least two others should be invited to rate you. Reflect in writing on the results of this exercise. This constitutes the core assignment instructions for the journal activity.

Sample Paper For Above instruction

In this journal entry, I will analyze the traits observed in my most recent supervisor, assess their leadership qualities using standardized tools, and reflect on the concept of power within leadership. This exercise enhances understanding of leadership traits and self-awareness in professional settings.

Observations of Leadership Traits

My most recent supervisor exhibited several prominent traits consistent with effective leadership. Notably, they displayed high levels of conscientiousness, demonstrating organization, dependability, and a strong sense of responsibility. Their extraversion was apparent through their confident communication style, openness to new ideas, and approachable demeanor. Furthermore, they exhibited emotional stability, maintaining composure under pressure and demonstrating resilience in challenging situations. Their agreeableness was evident in their supportive attitude and willingness to collaborate with team members. These traits collectively fostered a positive work environment and motivated team performance.

Leadership Traits and Personality Measure Ratings

Using the framework from Table 2.2, which outlines five major leadership traits—vision, integrity, decisiveness, confidence, and empathy—my supervisor scored highly across all categories, averaging approximately 8 out of 10. Their vision was clear, and they communicated future goals effectively. Their integrity was unquestioned, earning trust from team members. Decisiveness was evident in their prompt and confident decision-making processes. Confidence radiated in their interactions, fostering respect and authority. Empathy was demonstrated through genuine concern for team members' well-being and development.

Complementing this, the Personality Model in Table 2.3 assesses five major personality traits—openness, conscientiousness, extraversion, agreeableness, and emotional stability. My supervisor scored particularly high in conscientiousness and extraversion, indicating their diligent work ethic and outgoing nature. Their scores in openness, agreeableness, and emotional stability were also robust, with ratings approximately between 7 and 9, confirming a well-rounded personality suited for leadership roles.

Power Dynamics: Assigned or Emergent

In regard to power, I believe my supervisor primarily holds assigned power due to their formal position within the organization, granting them authority and control over resources. However, their leadership effectiveness also suggests the presence of emergent power—gained through respect, influence, and interpersonal skills that inspire commitment beyond formal authority. Their ability to motivate and guide the team indicates a balanced combination of assigned and emergent power, which is critical for effective leadership in dynamic environments.

Leadership Trait Questionnaire Reflection

Following the text instruction on pages 36-38, I and two colleagues completed the Leadership Trait Questionnaire. The process revealed interesting insights into perceptions of leadership qualities. I rated myself based on my confidence, decisiveness, and emotional stability, scoring around 7 to 8. My colleagues’ ratings varied slightly, often aligning with my self-assessment but occasionally highlighting areas for improvement such as increased empathy and open-mindedness.

The exercise highlighted the importance of self-awareness and the value of external perspectives in leadership development. My colleagues’ feedback underscored the significance of active listening and emotional intelligence, prompting me to focus more on these attributes to enhance my leadership capacity.

Conclusion

This reflection underscores the multifaceted nature of leadership traits and the importance of both personal qualities and organizational power structures. Combining self-assessment with external feedback offers a comprehensive view of leadership effectiveness and areas for growth. Understanding these aspects can ultimately improve our ability to lead effectively in various organizational contexts.

References

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• Yukl, G. (2013). Leadership in Organizations. Pearson.
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• Judge, T. A., & Bono, J. E. (2001). Relationship of core self-evaluations traits—self-esteem, generalised self-efficacy, locus of control, and emotional stability—with job satisfaction and performance: A meta-analysis. Journal of applied Psychology, 86(1), 80.
• McCrae, R. R., & Costa, P. T. (1997). Personality trait structure as a human universal. American Psychologist, 52(5), 509–516.
• Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
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• Robinson, S. L., & Judge, T. A. (2019). Organizational Behavior. Pearson.