Table of Contents Introduction 1 The Concept of Leadership 2 A Short Life History 5 Self-Audit 6 1. Myers-Briggs Type Indicator 6 2. Thomas kilman Conflict Mode 7 3. Stress Management Indicator Tool 7 360-Degree Evaluation 8 Conclusion 9 References 10 Appendix 1 11 Myers-Briggs Type Indicator. 11 ESTJ Test Results 11 Appendix 2 12 Thomas Kilman Conflict Mode Instrument 12 Appendix 3 13 Stress Management Indicator Tool 13 Introduction Management is a concept that is essential for maintaining order and fostering prosperity. In most organizations, the role of leader’s entails achieving success and accomplishing the objectives and goals. A leader's task is to comprehend the difference between individuals' attitudes, ideas, expertise, and gifts. Leadership is an art cultivated by the right tools including philosophy with the aim to nurture potential leaders. A synopsis of personal life history assists in exemplifying the values and inspiration as an individual. They have provided insights concerning project leadership and the cultural values that have had tremendous influence. It is then sustained by the outcomes of a variety of character traits that offer an assessment of my expertise and attributes. Lastly, a 360-degree feedback from contemporaries and close friends provide fundamental feedback regarding my strengths and weaknesses as a leader. A final analysis of the text indicates how the findings will assist me in future leadership roles. The Concept of Leadership In the contemporary world, attaining success and consistently dominating the market requires great leadership qualities. Successful leaders such as Max Dupree responsible for the book “Leadership is an art” advise that managers must create associations, instigate ideas meant for development and establish a long-term value system in any corporation. Achieving the initiative necessitates stewardship because leaders must protect and get responsible for employees in an organization. They also must build close associations with employees to encourage them to establish ideas for change and development. Leaders are vital to manage because attaining success depends on employees and how they are administered to work towards the objectives of a company. Williams and Deaney (2014) declare that leadership involves encouraging the workforce to aim for personal prospects and organizational goals and entails individual course rather than the management focus. The perspective suggests that aims can be attained more effectively that way. Management as a concept involves influence over employees, but unlike leadership that utilizes intrinsic motivation, it uses extrinsic motivation. I relate my equivalence of becoming a project manager earlier in life to a scientific project in high school. The role included organizing a team for a science project in chemistry. It included preparation of meetings after school, setting the objectives, assigning responsibilities, monitoring and administering the project and reporting to our tutor after completion. Amidst the whole process, leadership necessities were inevitable. I was leading a team of teenagers who lacked motivation and the willpower to conduct the project. To them, I was a liability who had taken the opportunity to administer fellow peers and assign them impromptu tasks. Attaining objectives of the project needed enthusiasm, recognition of their skills and expertise, encouraging innovativeness, and jointly creating a vision. Leadership has experienced quite some theories ranging from the contingency theory to management theory that focuses on the role of supervision, organization and group performance (Spillane, Halverson and Diamond 2004). Leaders are supposed to play a role in developing, articulating and protecting courtesy, civility, and organizational values. The primary responsibility of any given leader is to define certainty by use of candour and learning to show appreciation to staff members. Furthermore, recent theories of leadership show influences on leadership varieties referred to as contingency and relationship theories. Hatch and Cunliffe (2013) recommended a diverse kind of leadership that was less relationship-based and more symbolic and post-modern about the expertise and talent of workers or followers. From personal and firsthand experience, higher learning institution, students involved in projects necessitate leadership based on work and building relationships. However, I have become accustomed to a delegating method. The nature of my leadership style depends on understanding the capabilities of staff members on a personal level, making it easier to assign them duties within and without the organization. Most research focused on transactional and transformational leadership. Judge and Piccolo (2004) argue that by becoming a transformational leader, you motivate employees to dedicate their skills and realize their maximum potential for achieving organizational aims. The proficiency calls for keen awareness of a people’s aspiration and exceptional levels of expressive intellect. Leaders with charisma, vision and ability to transform empower staff members to have a sense of belonging and consider organizational aims as personal. They are supposed to abandon themselves for the potency of others while identifying skills and endeavour to polish, liberate and nurture the skills to gain efficiency in the workplace. Leaders must use the cultivated expertise and talents of staff members to maximize the success of an organization. Additionally,one becomes a great leader when he or she identifies that another person's skill and talents can provide better performance than they. Apparently, there is a possibility of becoming a good leader, but a bad manager. What is the point of motivating a group to perform great tasks that are not delivered on time, budget or scope? Similarly, a good manager can be opportune, structured and plainly communicates duties to employees, but if their morale is low or they lack overall vision, there is more likely to be little endeavour or efficiency to attain goals. Mullins and Christy (2016) affirm that management and leadership elements are essential to handle critical projects. Comprising of transformational qualities in leadership and outstanding management skills is the final mixture. A Short Life History I originate from a middle-class family located in Pakistan. I grew up in a household where my folks believed in equality, working hard and fairness. They did a tremendous job raising me and my siblings to become responsible individuals with significant ethics and moral values. Growing up we were always motivated to show our maximum potential in performing tasks, show honesty, trust when necessary and be respectful. Thus, the family developed into a remarkable entity that was a force to reckon in our neighbourhood. I had my first job at the age of 14, and it involved accounting at the nearby grocery store where I learnt to become responsible and hardworking. My leadership and management skills were nurtured in high school where I learnt the value of commitment and motivation. Apparently, I had the opportunities of enjoying various extra-curriculum activities that sharpened my skills and cultivated me into a potential young leader. I began to realize my ambitions when I joined the science club and debating team. Conducting projects on various occasions and participating in discussions played a vital role in cultivating me to the person I have become. Through aspiration, consistent sharpening my skills through projects and debating, training to lead both teams and commitment I was prepared for leadership and management at a young age. Moreover, besides scientific projects and debating, I administered younger high school students conducting projects, hosted various meetings within the school and outside to foster different forums that were social based and development-oriented. Most of the time, I challenged my tutors in class regarding a variety of subjects I was undertaking and campaigned for leadership roles such as class president. Most of my endeavours as a leader and manager were developed at that time. After completing high school, I pursued a course in business and management being my favourite subjects, and now I am excelling at them. During my freshman year, I got involved in different projects both personally and in groups and the elements I accumulated over the years assisted me to achieve great success and accomplishments. As an individual, I had a philosophical approach towards life, and I believed that being pragmatic helps in development. I always had a tendency of questioning all aspects of life and existence in general because I am quite a sceptic. My parents and close acquaintances always encouraged me to know something about everything and everything about something. A reflection on my personal and learning history makes me believe that the experiences have had a great impact on individual development and thus shaped me into the leader, I have become. The attributes and components I have developed over the years have assisted me to pursue a career in management. The suggestion goes hand in hand with studies including Zaccaro, Gulick and Khare (2008) that link personality to leadership. Self-Audit There are some personality tests which evaluates my personality traits more efficiently and in more details. This is the evaluation of my personality impact of the leadership skills and competencies. 1. Myers-Briggs Type Indicator The results of this test show that I am extrovert in nature. I take things positively, openminded and outspoken. Extroversion = 56% Introversion = 44% Intuitive = 68% Sensing = 32% Thinking = 54% Feeling = 46% Perceiving = 50% Judging = 50% I have low preference of sensing and feeling which means that I made decisions quickly after knowing and judging the situation. I use my thinking abilities in an effective way without having long discussions and arguments. 2. Thomas kilman Conflict Mode Competing (6, Moderate) Collaborating (3, Low) Compromising (4, Low) Avoiding (10, High) Accommodating (7, Moderate) The results of this instrument show that I avoid conflicts and useless arguments. I don’t like to compromise on some issues or conflicts. My competing and accommodating skills are moderate which means that sometimes I accommodate other opinions or views whereas necessary or beneficial. 3. Stress Management Indicator Tool Managing Emotions and having Integrity = 74% Managing and communicating existing and future work = 79% Managing individual with the team = 77% Managing difficult situation = 88% Stress management indicator tool shows that I have strong abilities to handle difficult situations and work in stressful environment. Whereas I have moderate ability to manage existing and future work having moderate leadership skills. I need to improve in the ability to handle emotions while in a teamwork environment. 360-Degree Evaluation The assessment is based on surveys completed by colleagues and family members. It exposed positive feedback about my methods of management and were consistent with personal my analysis. For instance, I possess a leadership style that is based on the individuals working in an organization. It focuses on the needs and requirements of staff members on a personal and organizational level. I have a positive attitude towards members and always appear friendly which encourages most individuals to approach me with issues and ideas. I pay attention to the issues of my colleagues to build a positive relationship and create a good reputation in a working environment. I encourage close relationships to foster growth and development. In a learning environment, I have nurtured excellent communication skills essential for articulating objectives and responsibilities to staff members. Furthermore, I am an excellent listener, and I learned to follow others when necessary to motivate growth and development. Feedback indicates that I am better at handling conflicts and challenges without showing panic because I am always calm when a problem arises during projects. Appropriate communication skills and interacting in a healthy manner are fundamental for my career. As a leader, I have the awareness that their viewpoints are more likely to face disputes when inclusion and changes get implemented. More opinions suggest that I always endorse participative management and beneficial relationships. I believe in giving staff members or colleagues a sense of belonging by letting them provide ideas to facilitate development. I believe in performance management that usually leads to success and prosperity. Lastly are the above-mentioned your best attributes both as a leader and manager? Personally, it is my belief that I possess excellent leadership skills. Apart from becoming a good director, I aim to be a great leader with expressive intellect, inspiration, visions of development and empowerment. Opinions indicate that as a leader I transform my followers by encouraging integrity and competence. I also motivate others to show passion for accomplishing tasks and aim for excellence. However, there is still room for developing and improving my skills and attributes. Conclusion The text above is a personal and comprehensive analysis of my management and leadership qualities. It shows the experiences I have undertaken as a leader and manager and allowed me to identify strengths and weaknesses. It has also provided valuable information on assessing mistakes for self-development and cultivating the right elements of becoming a competent leader. My style of leadership is people-oriented, and the major areas for development are the application of critical thoughts, ideas and analysis. The skills of influencing others also need improvement and great development. It will assist in personal development and contribute towards organizational success. Although I am an excellent leader, I lack all the skills required to transform others. The self-audit is essential for career growth and expansion in a corporate environment. References De Pree, M. (2008). Leadership Jazz-Revised Edition: The Essential Elements of a Great Leader. Crown Business. Hatch, M. J., &Cunliffe, A. L. (2013). Organization theory: modern, symbolic and postmodern perspectives. Oxford University press. Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: a meta-analytic test of their relative validity. Journal of applied psychology, 89(5), 755. Lexa, F. J. (2008). Qualities of great leadership. Journal of the American College of Radiology, 5(4), 598-599. Mullins, L. J., & Christy, G. (2016). Management and organizational behaviour. Harlow, England; New York: Pearson. Ortmeier, P. J., & Meese, E. (2010). Leadership, ethics, and policing: Challenges for the 21st century. Upper Saddle River, NJ: Prentice Hall. Spillane, J. P., Halverson, R., & Diamond, J. B. (2004). Towards a theory of leadership practice: A distributed perspective. Journal of curriculum studies, 36(1), 3-34. Stewart, J. (2006). Transformational leadership: An evolving concept examined through the works of Burns, Bass, Avolio, and Leithwood. Canadian Journal of Educational Administration and Policy, 54, 1-29. Williams, P., & Denney, J. (2014). Leadership Excellence Devotional: The Seven Sides of Leadership in Daily Life. Newburyport: Barbour Publishing, Inc. Zaccaro, S. J., Gulick, L. M., &Khare, V. P. (2008). Personality and leadership. Leadership at the Crossroads, 13-29. Appendix 1 Myers-Briggs Type Indicator. ESTJ Test Results Appendix 2 Thomas Kilman Conflict Mode Instrument Appendix 3 Stress Management Indicator Tool