Dynamic Leadership: Characteristics and Strategies

This study explores the characteristics and strategies of dynamic leadership, including the importance of understanding one's capabilities and patterns of behavior. The author discusses their own strengths and how they use strategic thinking and relationship-building to achieve long-term goals. The study also emphasizes the value of innovation, workplace culture, and knowledge sharing in building successful teams and organizations.

Running head: DYNAMIC LEADERSHIP
Dynamic Leadership
Name of the university
Name of the student
Author note

1DYNAMIC LEADERSHIP
It is a proven fact that people who understand their capabilities and patterns of
behavior likely to perform better and develop themselves to meet dynamic demands of their
future goals and families (Leih & Teece, 2016). As per the results derived from Strengths
Finder, five signature themes have been identified as part of my characteristics. According to
that, I am strategic and able to take decisions with the help of ideology. Moreover, I am good
at maintain healthy relationship with people as well as like to be focused whenever I am up to
do something. Apart from all these, I hold pragmatic thoughts, which will help to set long-
term goals if I might have a chance to lead a team or organization.
Strategic skills of thinking or execution cannot be taught rather it must be achieved
through experiences or some persons are capable enough to express their perspective in a
strategic way by nature. Following the study of Ramchunder and Martins, (2014), I tend to
build up scenarios in my mind before reacting and keep questioning myself in terms of future
outcome. This technique help me to decide the best way among various possible ways to
execute a single job. I am fascinated by new ideas, which are important for consistent
practice of innovation within business practice. I believe; workplace culture can be developed
if employees are welcome to share their ideas and skills (Yasin Ghadi, Fernando & Caputi,
2013). It will penetrate the company growth certainly. I am a person who value relationship.
Caring nature, good communication skill and attitude of understanding feelings as well as
problems among mates increase trust and the practice of knowledge sharing (Drescher et al.,
2014). I like to be focused while doing any sort of work that requires efficiency. I have been
described as futuristic, as I like to focus on long term goals and it keeps me energized to think
how I can work for a better tomorrow.
I generally take less time to identify opportunities in the midst of issues with available
resources and personal knowledge. I am not surprised by the verdict, which says I have a
strategic outlook towards existing issues. Consistent practice and learning new things are

2DYNAMIC LEADERSHIP
helpful to think strategically. The habit of asking question helps me to learn the subjects even
more precisely. With the help of entirely new concept and theories, I really feel happy about
applying them and waiting for future outcome. Being enquired for guidance or asking
guidance from someone, help to build leadership qualities among employees and create an
atmosphere of interaction. I like to keep healthy relationship with people, thus the verdict
correctly states my characteristics as relator. In order to identify the character flaws I can opt
for further personality tests and intend to improve existing weakness, which may create
difficulty while I explore my qualities as a future leader. Initially, I thought I have low
competence and needs to develop leadership skills as students work on their homework.
Surprisingly, I discovered a different self after appearing for the test and realized it is true
that there are certain areas where I have to work on. However, in this course I have found
various leadership attributes which were unknown to me previously.

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References
Drescher, M. A., Korsgaard, M. A., Welpe, I. M., Picot, A., & Wigand, R. T. (2014). The
dynamics of shared leadership: Building trust and enhancing performance. Journal of
Applied Psychology, 99(5), 771.
Leih, S., & Teece, D. (2016). Campus leadership and the entrepreneurial university: A
dynamic capabilities perspective. Academy of Management Perspectives, 30(2), 182-
210.
Ramchunder, Y., & Martins, N. (2014). The role of self-efficacy, emotional intelligence and
leadership style as attributes of leadership effectiveness. SA Journal of Industrial
Psychology, 40(1), 01-11.
Yasin Ghadi, M., Fernando, M., & Caputi, P. (2013). Transformational leadership and work
engagement: The mediating effect of meaning in work. Leadership & Organization
Development Journal, 34(6), 532-550.

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Appendix
The result of personality test: