Strength Based Leadership

StrengthBased Leadership

StrengthBased on Leadership

LeadershipStrengths

Strength-basedleadership focuses on the competitive advantages of an individualfrom the others. Leaders are at times expected from the followers tobe good at almost everything and portray no signs of weaknesses. Inreal sense, though, one may probably be skilled in a particular fieldonly, despite the qualifications and experience, but this does notmean one will excel elsewhere. There are certain features requiredfor one to be considered by followers, colleagues, or teammates as awell-rounded leader. People rely on the StrengthsFinder programfounded by Clifton to assess some of their leadership superiority,especially in the dynamic business environment.

Someof the top five strengths include achiever, adaptability,communication, competition, and developer. The StrengthsFinder is animportant assessment tool for leaders (Rath&amp Conchie, 2008). Mostpeople are leaders but unaware of their strengths or what makes themrun duties smoothly both in the short and long term. One of theadvantages of utilizing the program is that it elevatesself-awareness. The more people know what makes them progress, thehigher the chance for success. Moreover, StrengthsFinder helps raisethe level of awareness and engagement for a team. Once leadersunderstand who they are, and do it in concert with colleagues orteammates, they also start to comprehend how their team cancollaborate. It is significant to increase personal awareness, thoughit is equally relevant to be in a position to fathom how othersaround you apply their strengths and skills. StrengthsFinder executedin a group environment is an effective way of finding suchinformation. It can also assist a person’s work to be moreworthwhile. Human beings spend a considerable amount of their timeworking, on occasion, more than 50 hours per week. Most of theemployees in different sectors may point out that a big proportion oftheir time is not spent applying their strengths since organizationsemploy for experience and skills and have no means of comprehendingthe talent and strength obtained via hiring.

Theabove mentioned strengths mirror my leadership strengths, that is,working as a team leader and at the same time as a project managerentails application of the five strengths namely achiever,adaptability, communication, competition, and developer. For example,as a project manager, one needs to have the stamina and strive forexcellence in other words, persistent need for achievements. Projectmanagers are also accustomed to sudden changes, and therefore,easily go with the flow. The future is perceived as a place developedout of the choices and decisions made at the moment. To a projectmanager, communication is an essential component meaning that thereis a need to explain, describe, and write to team members. It simplyrefers to putting thoughts to words, bringing events to life, andchanging them to stories. Competition, especially in the businessenvironment is one of the attributes that drives the operationalobjectives. Project managers are simply developers, they see others’capabilities and find ways to motivate and nurture them (Yuki,2013).Therefore, the five strengths are perfectly in sync with myprofession and position.

Followersexpect their leaders to portray particular attributes to guide themeffectively (Yuki,2013).There are many features that followers anticipate from their leaders.However, there are four strength-based basic needs that followersneed they include trust, compassion, stability, and hope. Leading ateam of bright minds and skills is both educative and challenging. Ina bid to build trust within the team, I find it shrewd to createconnections. Naturally, it is acceptable for one to have friends,interact, and make connections. Moreover, trust is precisely stemmedon genuine relationships. Truly gifted connectors ensure that theylisten and show gratitude. Grateful individuals do not complain orgossip but show gratitude, and in the process attract others.Compassion is what makes us stick and work as a single unit.Generally, good leaders depict care beyond themselves. As a leader, Ido not overlook the power of truly caring about others. Followers aremostly concerned whether or not their leader or manager actually hastheir interests at heart. The team operates on the golden rule (doingunto others what you would love them to do to you). However, justlike many other leaders, I have a weakness. At times, particularlywhen the team fails to meet the set objectives, I tend to experiencean emotional outburst. For example, rapid mood changes, impulsivity,and poor social relationships. My teams are used to my behavior andhave learnt to live with it. However, a leader should show stability,especially in an emotional capacity by tolerating stressful andfrustrating situations. Basically, they should be properly-adjustedand exude psychological maturity to tackle any undesirable outcomes.As a result, I found it wise to generate team members who areemotionally safe to take measured risks. Mentally stable leaders areemploying and creating teams that are able to supplement theirtalents and knowledge. In addition, stable leaders show consistencythan their colleagues. Therefore, routinely, I have a clear objectiveand do not allow short term profits, adverse feedbacks, and tightschedules to bar me from marching towards that vision. In the currentcompetitive environment, people tend to feel as if the world owesthem, for example, salaries and allowances among others. Sincestriving hard to be an intellectually stable leader, I am ready towork and meet my targets regardless of the internal and externalpressure.

TheClifton StrengthsFinder program is an important tool that assisted meto discover and build my strengths, as well as those of my teammates.My top five strengths from the tool include achiever, adaptability,communication, competition, and developer (Rath&amp Conchie, 2008).

Beingan achiever entails having great stamina and striving hard in allyour endeavors it explains the constant desire for success. Once youconsider yourself an achiever, it becomes part of you. An achieverhas the vitality to work for long periods without fatigue, as well asgives one a head start to new tasks, challenges, and fun. As aleader, I choose jobs that give me the opportunity to measurepersonal output, link deadlines and measurement to objectives, aswell as ensure that defined progress is determined. Acknowledgingaccomplishments and taking part in educative activities will go along way to improving the output of the team. Nonetheless, when itcomes to my team members, I have established a strong relationship,working together and interacting with them. In addition, as anachiever, I make an effort to recognize and appreciate the additionalcontribution from others in a project. When it comes to adaptability,I prosper in the moment since the future is not certain andflexibility is the key. Looking to others, especially from theexternal environment for planning tips will help shape the long termgoals of the team and the organization. Besides, provision of shortterm assignments where possible will appeal to the interests ofothers and boost working morale. Communication is an essentialelement in the team. Due to the busy nature of the team’s program,they operate on limited time and strict timelines I enliven my storyand ideas so that it is glued to their mind. Generating a consensusamong team members will help them see what they share and motivate orassist one another in completing the assigned tasks. Even though wework as a single unit, a healthy competition leads to efficiency.Personally, I prefer choosing an environment where I can judge andrate my achievements. In a bid to boost the team’s morale, I wouldmeasure my success against that of a rival member. In the spirit ofcompetition, formulating emotional strategies and spirited dialectwill help the team deal with a loss and enable them to move on andwin in the future. As a developer, I believe that the team canprogress by helping them release their potential for excellence, forexample, challenging and developing members constantly.

Inmany cases, teams are products of circumstance and not design. Rathand Conchie (2008) studied executive teams and concluded that peopleare mainly chosen based on personal competence or knowledge.Therefore, the skilled salesperson winds up as the vice president ofsales and the best in IT becomes the CIO while the top finance personis promoted to the CFO position according to Rath and Conchie (2008).However, the same authors pointed out that rarely are people hired toexecutive teams because their strengths are unmatched to complementthe incumbent team members. It is no surprise that many leaders donot consider the idea of adding an extra person with a lot ofknowledge and be able to build rigid relationships in a group. It isproblematic since effective leaders should be surrounded withcompetent and skilled people they should also grow every person’scapabilities. It means that, at times, the best salesperson must notbe advanced to the VP position, not because they are undeserving butdue to the entire blend of strengths they will bring to the team,which is not additive to what’s in place (Rath &amp Conchie,2008). In this case, teams should be all-rounded compared to theleaders.

Asa team leader, my strengths are spread out in the four domains, thatis, executing, influencing, relationship building, and strategicthinking. Nonetheless, my dominant strength falls in the executingdomain I know how to make things happen. I am skilled atimplementing solutions and work hard to ensure success, meaning thatI have the capability to ‘catch’ a notion and turn it intoreality. For instance, I flourish at establishing a quality procedureusing themes such as discipline or deliberative, and applying theachiever theme to work effortlessly towards attaining a give goal.Additionally, leading by influencing has played a crucial role inreaching a much wider audience. I am constantly selling ideas of theteam inside and outside the company. Furthermore, leading throughrelationship building has glued the team together. The absence ofsuch strengths implies that the group is merely a composite ofpeople. Still in the same domain, positivity and harmony make theteam members to toil in a bid to lower distractions and retain theirhigh collective vivacity. Also, as an individualization leader, Itend to use a more inclusive and open technique to get membersinvolved. Most of the projects handled by the team are technical,and therefore, strategic thinking is a pre-requisite (Rath&amp Conchie, 2008).Weare constantly analyzing and absorbing data to make informeddecisions. My intelligence and that of the group is future-oriented.Similarly, applying strategic or context helps the team to describehow previous events have impacted existing circumstances or locatethe appropriate route for prospective possibilities. In a nutshell,it is correct to point out that all the domains are covered and thatthe team is all-rounded.

References

Rath,T., &amp Conchie, B. (2008). Strengths-based leadership. New York:Gallup Press.

Yuki,G.(2013). Leadership in organizations (8th ed.). Upper Saddle River,NJ: Prentice-Hall.