Acquired Leadership Tools Essay

TOPIC: Acquired Leadership Tools

The four assessments were based on a four-letter profile that fits my personal preferences. The four preferences in the right that represented me were:

· Introversion

· Intuition

· Feeling

· Perception

After taking the Jungian test, my confirmed preferences are:

· Introvert

· Intuitive

· Feeling

· Judging

I’m a leader with the moderate preference of judging over perceiving. Nonviolent communication is helping me to minimise judgmental communication. I’m currently working on this preference to become a better leader. This is one of the changes I experienced so far. Another important change so far is that I now understand my own feelings and needs.

This will make it part of me. The ability to observe concrete actions that are affecting our well-being gives us an observing eye. As a leader, I need to observe things carefully to help myself and others. My feeling and reaction towards what I observe are also important in Non-Violent Communication. Most times, we make statements without actually pondering on the gravity of such statements. Words are powerful and we must make sure that what comes out of our mouth do not harm, hurt or destroy the other but help, encourage and stimulate. According to Nuty “Violence, whether verbal or physical, is the result of assuming that our feelings are caused not by what is going on inside us but rather by what is going on ‘out there.’ In response, we say things designed to hurt, punish, or blame the person whom we imagine has hurt our feelings” (Nuty, 2011). I remember being accused several times of having problems with time. I have been told that I always turn up late. In this course, I began to understand that the person accusing me was speaking from an authoritative view. I sometimes felt upset when I was accused because I didn’t do it purposely. Sometimes, things beyond our control can change our plans. Some time ago in the company I work, I made a proposal. The proposal was good and helpful to the company. But it was rejected by one of my superior who ridiculed my proposal. His approach was

I understood while reading the SCARF journal that our principle of minimising threat and maximising reward is governed by our social behaviour. A good leader minimises threat, blame, hurt, insults, pressure and maximises reward, praise and encouragement. As my study about NVC and SCARF proceed, I am learning to activate rewards rather than activating threat. In the past, I have worked with shift managers who would rant and shout at me. On one occasion, I was thinking about this man behaviour and I thought to myself that I wasn’t there to be insulted but to work. The man was terrorising the work environment with his attitude. I could hardly work with concentration and give my best. I always made mistakes because of him. I think a good leader should avoid these attitudes if he or she wants the workers to give their best. The part that I need improvement is to completely eradicate judgement and replace it with feeling. I also need to improve in my approach to discussion and mind my words. I think it is also necessary to avoid threatening