Different leadership styles.
2. Theories of leadership and how they are applied.
3. What kind of leader are you.
Good leadership skills are essential in your leadership journey as well.
A pilot requires psychomotor skills and flying skills to properly fly a plane. He takes years and years to hone those skills to become a master at them so that he can be an expert at flying the plane. Similarly, a leader has his set of skills he has to learn to become an effective leader. Skills have a multiplier effect on your efforts as a leader. For example, have you ever tried hitting a nail into the wall using just a wooden block? Perhaps you didn’t have a hammer nearby and you just wanted that nail into the wall in the shortest time possible so that you could get your picture up on the wall. You would have found out that it was much tougher than using a hammer. This is what the hammer does: to achieve a certain result (hitting the nail into the wall) with lesser effort, leading to greater leverage.
A skill set is like the hammer in this illustration. A honed skill set can bring you out greater results with much less effort on your part. If you have spent years honing your public speaking skills, you’ll find that one inspiring speech from you can motivate, inspire and even transform hundreds of individuals in your organization! But seriously, how many of us can claim that for our own lives? We’ll be glad if our followers listen to instructions as they’re told! That said, your time spent honing these skills will have multiplier effect on your life. It may seem that you’re just wasting your time learning these skills; but no you’re not. It’s an investment.
The time you spent investing in obtaining good leadership skills today will reap exponential rewards in your leadership journey down the road. These leadership or personality tests are traditionally used for individuals to gauge their personality and leadership style. If you want to know about your own personality, you can actually use some of these tests to understand yourself more deeply.
The truth is that, we’re all made different, and we have different ways of handling issues. Some of us might be more passive, some more active. Some people are extremely organized, while others have great planning ability. But no one has them all. That’s why we need teams. Using a personality test helps you to understand the diversity of gifts you have in your team, and how you can best leverage on every individual’s potential. In this section, I am introducing some of the more famous tests and indicators used by people to gauge a person’s leadership style.
Disc Personality Test
The DISC Personality Test was developed by John Geier in the early 20th century and is used to measure behavioral preferences and styles. The DISC Personality Test is a very simple test; this test is really based on two simple questions you can ask anyone:
• Are you a task oriented person or people oriented?
• Are you an active or passive person?
These two questions will help you find out which ‘quadrant’ the person is in; whether he is a D(dominant), I(Influential), S(Steady) or C(conscientious). Here’s a more comprehensive test you can use.
There are 15 sets of adjectives below. For each set of 4 adjectives, choose the adjective that best describes you. At the end of the test, count the number of checks you have in one row and add them together.
The results of the DISC Personality Test will tell you the various degrees of each personality trait you are. If you have most of your checks on the first column, then you are a D(dominant) person. D(Dominant)
A dominant person generally is a direct, positive and straightforward person. He likes to be in charge, do things fast and wants immediate results for his efforts. He is a determined, independent person who likes to solve problems and face challenges. People who belong to this category are probably the sales superstars and the kind of strong, entrepreneurial leaders. They are people you want to have around in your organization. They are very results oriented and you can expect to see things getting done efficiently.
However, they have very low patience and you must continually engage them to keep them in the organization. They will stay with you to the extent that they feel that following you helps them to achieve their personal goals for their life. Also, they might be cause for some conflicts between people because they’re more tasks oriented and they would probably step on some toes along the way. Be careful about putting two Ds in the same team, conflict will always arise from two strong-headed individuals. If you have most of your checks in the second column, you’re an I(influential). I(Influential)
An influential person is a very people oriented person. They are friendly outgoing, sociable and they often are around friends. They define themselves by their relationships and they thrive on social contact. They can get along well with most people because they are generally interested in people. These people are important in an organization because they bring the human touch to the organization. They can make newer people in your organization feel welcome and a sense of belonging. However, these people are generally not very good at doing tasks well; they are generally less meticulous and would miss out certain details in their work. Learn to use these people accordingly because while they may not perform certain tasks well, they are essential to building an relationship-based organization. If you have most of your checks in the third column, you’re an S(steady). [pic][pic]S(Steady)
Most Singaporeans, or Asians fall into this category of personalities. Steady individuals generally thrive supporting a D(dominant) leader and doing the work behind the scenes. These people are loyal, have good self-control, often good listeners and tend to want to avoid disagreements and conflicts. They are good in an organization because you need people who can be supportive and loyal in your organization. Not everyone can be the one to receive the honour, not everyone can be the head of a team or an organization, but the S(steady) individuals are usually happy where they are. That’s why S(steady) people are absolutely essential for any team to work. S(steady) personalities generally work well in support roles like managerial roles or as assistants to heads of departments. If you have most of your checks in the fourth column, you’re an C(conscientious). C(Conscientious)
Consicentious people are very useful in any organization; they are precise and called to detail. They are very systematic people and they need a lot of information when performing a project. They are like the S(steady) people and they would choose to avoid conflict and tend to be more accommodating to others.
When you are planning something in your organization, you need conscientious people to be around to check you. Sometimes they are able to see things that you can’t, and have foresight about particular events or scenarios that might arise and make provision for them. You can use this simple test and do it with your team in about 10 minutes or so. When people understand each other’s strengths and weaknesses, you’ll find that they are more willing to adapt and compromise for each other’s shortcomings. That is how you must be as a leader too. Understand that your team has different personalities and leverage on each of their strengths to make your organization a stronger one.