Dynamic Leadership

This reflective report evaluates Gallup strengths and examines the self-perception of leadership strength personality preferences. It discusses the traits that can be beneficial for becoming a good leader and emphasizes the importance of self-awareness and self-development. The report also highlights the personal traits and features that contribute to leadership success.

Running head: DYNAMIC LEADERSHIP
Dynamic Leadership

DYNAMIC LEADERSHIP 2
Part A: Self-Reflective Analysis
Gallup strength model is beneficial to assess the current personality features of an individual. It
can be significant in developing the decision regarding professional existence. This reflective
report evaluates Gallup strengths. In addition, this report illustrates the self-perception of
leadership strength personality preferences as well as, measures my consistency level at the
workplace. This report also takes into consideration that Gallup strength model is used for highly
assesses the personality together with, making the decision towards personality. This model also
addresses some factors in terms of assessing personality. As per this model, my strengths are
Competition, Harmony, Positivity, Achiever, and Responsibility (Peters-Hawkins, Reed, &
Kingsberry, 2018).
This result is beneficial for me in addressing my leadership competencies along with, assisting to
obtain reliable results. This reflective report also examines some traits that can be beneficial for
me to become a good leader. Throughout the assessment, I have increased my knowledge about
several factors that depicts my features such as Competition, Harmony, Positivity, Achiever, and
Responsibility. This could be supportive for understanding my personality and it would be
beneficial to arrive at a reliable and valid conclusion (Tepper, et. al., 2018).
Throughout the assessment of competition, it was noticed by me that I have the ability to assess
the performance of others by looking towards the world. Hence, I can beat the competition and
this ability aids me to get success. This could be also beneficial for me to lead the workforces in
an appropriate way and provides them assistance to obtain a feasible outcome. It would be also
effective in terms of working in a team with a good environment as well as, aids to attain the task
of an organization (Sotarauta, 2016).

DYNAMIC LEADERSHIP 3
Throughout the assessment of harmony, it is addressed that I always focus on areas of
agreement. Moreover, while, I comprehend that a person in around me has distinct views then, I
can try to address common ground. I have also the ability to create efforts with respect to
steering them away from confrontation with harmony. From the result of positivity, it is
addressed that I am generous with praise, immediate smile, as well as, always looking towards
positive thinking in the situation. I also find strategies for making everything more thrilling and
more essential (Leih, & Teece, 2016).
Along with this, my achiever theme is supportive for discussing my driver. I feel that while my
daily productivity would be zero then the end of the day, I would make efforts for achieving
something tangible by using my senses. As an achiever, I can meet my regular needs to get
success. My responsibility skill is forcing me to use my psychological belongings for anything,
which I perform. There is no matter, whether the task is large or small, I always feel to express
vault for tracking via attainment (Peters-Hawkins, Reed, & Kingsberry, 2018).
From the above interpretation, it can be concluded that self-awareness and self-development can
be beneficial for becoming a good leader. Along with this, a leader can be responsible to act
feasible behavior with others as well as, directs them consequently (Sotarauta, 2016). It can be
also concluded that a leader should have some personal traits such as interpersonal, time
management, communication as well as team leading. Apart from this, a leader should also focus
on some features to get success such as Competition, Harmony, Positivity, Achiever, and
Responsibility (Tepper, et. al., 2018).

DYNAMIC LEADERSHIP 4
References
Leih, S., & Teece, D. (2016). Campus leadership and the entrepreneurial university: A dynamic
capabilities perspective. Academy of Management Perspectives, 30(2), 182-210.
Peters-Hawkins, A. L., Reed, L. C., & Kingsberry, F. (2018). Dynamic leadership succession:
Strengthening urban principal succession planning. Urban Education, 53(1), 26-54.
Sotarauta, M. (2016). Shared leadership and dynamic capabilities in regional development.
In Regionalism contested(pp. 63-82). Routledge.
Tepper, B. J., Dimotakis, N., Lambert, L. S., Koopman, J., Matta, F. K., Man Park, H., & Goo,
W. (2018). Examining follower responses to transformational leadership from a dynamic,
person-environment fit perspective. Academy of Management Journal, 61(4), 1343-1368.