Leadership Skills, Behaviors and Competencies

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Table of Contents

Content and Analysis
Recommendations
Conclusion
Reference List

Leadership is a powerful process that empowers different individuals to complete certain tasks. The role of leaders is to set the targeted direction. They also build the best vision and goal. Derue, Nahrgang, Wellman, and Humprey (2011) believe that “organizational leaders should possess specific skills to empower their people” (p. 12). The practice will ensure every team achieves its potentials. A proper leadership process results in ineffective performance. The leadership behaviors, attitudes, and traits presented in this paper can support the needs of many individuals. The essay identifies the best skills for effective leadership. I will also present specific gaps that should be closed to support my leadership competencies.

Content and Analysis

Research on Leadership

Derue et al. (2011) believe that “leaders should possess specific attitudes, behaviors, and traits” (p. 18). Such traits will produce effective and responsible leaders. The major traits include “social boldness, compulsiveness, self-assurance, enthusiasm, dominance, tough-mindedness, and emotional stability” (Derue et al., 2011, p. 34). Such traits will make it easier for leaders to deal with various obstacles. Effective leaders should portray certain behaviors to achieve their potentials. Such leaders should always model the best behaviors. They should also be ready to encourage others. Such leaders should set the right goals. They should motivate their followers to achieve targeted goals. Effective leaders must always communicate with their followers.

Successful leaders possess certain attitudes. Meditation is a powerful attitude that can result in self-awareness. The other powerful practice is concentration. This practice makes it easier for many leaders to articulate their needs (Dow, 2014). The attitude will eventually produce the best directions. Such leaders should also be ready to communicate with other stakeholders. This “strategy ensures every individual is on the same page” (DuBrin, 2013, p. 73). Good leaders motivate their teams or employees. Positive feedback will increase the level of appreciation.

My Personal Leadership Traits, Behaviors, and Attitudes: Overall Readiness for Leadership

I possess several traits, attitudes, and behaviors that can make me a successful leader. I can overcome stress and frustration. My emotional stability makes it easier for me to deal with every challenge. I am always competitive. I always use a decisive approach to address every problem. I possess more traits such as conscientiousness, tough-mindedness, and compulsiveness. I have unique attitudes that support my leadership goals. I always relate positively to my workers. I also communicate my targeted goals and missions to my workmates. I always must meditate. This practice results in self-confidence and awareness (DuBrin, 2013). However, I rarely meditate as a leader. I also need to improve my communication skills. I sometimes fail to make appropriate decisions as a leader.

My dream is to become a competent leader. This position will make it easier for me to achieve my career goals. For instance, leadership “brings together numerous skills that can produce the best goals” (Dow, 2014, p. 8). I will mentor and support the needs of other people. The above analysis shows clearly that my leadership competencies are underdeveloped. I want to acquire new competencies to become an effective leader. I will use a unique pattern to develop the best skills. I am looking forward to closing the gaps affecting my leadership style. I will collaborate with many individuals. Such practices will support my future leadership needs.

Closing Gaps: Progressing to the Next Level of Leadership

I plan to progress to the next level of leadership. To begin with, I should develop new traits that can make me a successful leader. These traits include maturity, charisma, empathy, and team-orientation. Charisma is a powerful trait because it encourages different employees to have a vision. Such followers will always focus on the best goals. The approach will eventually make me a successful leader. The concept of team-orientation will produce more teams. This strategy will result in cohesiveness (Dow, 2014). I am also planning to improve my communication skills. This effort will promote the level of transparency. I will also improve my decision-making and problem-solving competencies. These strategies will address my leadership gaps.

Recommendations

Leaders should use powerful strategies to achieve their goals. I am recommending several practices for my personal development to address the above gaps. The first step is reading more articles and books. This evidence-based approach will equip me with new leadership competencies. Such practices will make me a seasoned leader. I will always create an inspirational vision for my team. I will always motivate and empower my followers (Derue et al., 2011). I will be ready to mentor every employee. The final step is embracing the idea of tough-mindedness (Dow, 2014). It is also appropriate to “embrace the power of psychological resistance” (Derue et al., 2011, p. 43).

Conclusion

The above recommendations present the best call of action towards improving my leadership skills. I will inspire more individuals using the best traits and values. A positive attitude and commitment will make it easier for me to become a successful leader. The above practice will prevent many obstacles and problems. Finally, I will also “make learning a lifelong practice to acquire new leadership competencies” (Derue et al., 2011, p. 47). This call of action will eventually make me a competent leader.

Reference List

Derue, D., Nahrgang, J., Wellman, N., & Humprey, S. (2011). Trait and Behavioral Theories of Leadership: An Integration and Meta-Analytic Test of Their Relative Validity. Personnel Psychology, 64(1), 7-52.

Dow, J. (2014). Discovery: Personal Profile. The Insights Group, 1(1), 1-21.

DuBrin, A. (2013). Leadership: Research Findings, Practice, and Skills. Boston, MA: South-Western Cengage Learning.

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