A511.5.3.RB_DiazBrian

Based on the readings for this week, we learned how traits and skills are related to effective leadership, the different traits and skills most relevant to effective leadership, how aspects of situations can enhance or diminish effects of leader behavior, contingency theories, the benefit and and limitations of contingency theories, and how to adapt leader behavior to the situation.

The specific traits related to ledership effectiveness are:

• High energy level and stress tolerance
• Internal locus of control orientation
• Emotional maturity
• Personal integrity
• Power motivation
• Achievement orientation
• High self-confidence
• Low need for affiliation

Yukl (2013) notes that "Managers need various types of skills to fulfill their role requirements, but the relative importance of various skills depends on the leadership situation.  Relevant situational moderator variables include managerial level, type of organization, and the nature of the external environment." (p. 153).  Other skills associated with effective leadership is technical skills (knowledge of methods and procedures), interpersonal skills (ability to understand feelings), and conceptual skills (analytical ability, logical thinking).

Leaders should possess emotional intelligence,social intelligence, and the ability to learn.  Yukl (2013) states "Emotional intelligence includes several interrelated component skills." (p. 151).  Among these are empathy, self regulation, and emotional self-awareness.  Social intelligence is defined "as the ability to determine the requirements for leadership in a particular situation and select an appropriate response".  The ability to learn comes from making mistakes and learning from them, being adaptive, and innovative.  All of these skills and traits have to be put together much like the pieces of a puzzle.

As I have gotten older I have become more aware of how important it is to take better care of myself physically.  At work I utilize my two 15 minute breaks to go for walks.  I ride my bike as often as I can, and I try to eat healthy.  I think this is important because it helps energize me and enables me to raise my energy level to increase productivity.  I like to believe that I am emotionally in tune with those around me.  I think empathy is one of my better qualities.  I like to be the person others can turn to for advice or comfort.  I hold myself to a very high standard and consider myself to have a high level of integrity.  I am very outgoing and enjoy establishing relationships with others.  I consider myself to be somewhat analytical (almost to a fault, I have a tendency to over analyze).  It is something I have been working on in this past year.  Being analytical can cause you to second guess yourself and I used to do that on a daily basis and lose valuable time.  I think I've made some progress in that department.  I strive to make good judgments and enjoy problem solving.

I recently had a one-on-one meeting with my director (she does this yearly) to gauge the organizational temperature.  We discussed a lot of topics such as what I would like to see done differently, how we could improve processes, and what rewards I would like our organization to use.  I prepared somewhat for this meeting.  I asked myself one important question before hand.  "How can I develop professionally in order to be more valuable to my organization?"  I knew she would ask me how I saw my future with the organization and she seemed pleased to hear that I considered how I could be more effective to the organization moving forward and how I would be a benefit to them.  I mentioned how I had made strong relationships with others, my desire to build relationships with those I was not familiar with, and how emotionally I am able to make an impact on others.

Contingency is ultimately based on the situations that you may not directly be able to influence however this does not mean that you cannot affect the outcome.  As leaders, we should strive to accept conditions as they are presented and adjust our decisions accordingly.

Yukl, G. A. (2013). Leadership in organizations (8th ed.). Boston: Pearson.