Decision Style Analysis: A Self-Assessment for Effective Leadership

This essay presents a decision style analysis from a human resource manager's perspective, incorporating insights from problem-solving workshops and individual decision preference tests. The analysis covers traits such as extraversion, intuition, feelings, judgment, and assertiveness, relating them to decision-making strategies and potential biases. The author reflects on their strengths and weaknesses, particularly the influence of emotions and intuition, and discusses the importance of balancing these with rational, data-driven approaches. The essay also explores the individual's 'shadow side' and how it contrasts with their dominant traits, impacting leadership and decision-making. Ultimately, the analysis identifies areas for personal development, such as delegating responsibilities, learning from experiences, and maintaining self-discipline, to become a more effective and rational decision-maker. Desklib offers this solution and many more to aid students in their studies.

Running head: DECISION STYLE ANALYSIS 1
Decision Style Analysis
Student’s Name
Institutional Affiliation

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Decision Style Analysis
Introduction
Decision making is undoubtedly the most essential and yet the most challenging part of
the management as well as daily human life. As a human resource manager, I am faced with a lot
of situations that require us to make sensible accurate and fair decisions. It is imperative that I
incorporate a wide range of decision-making tools in deciding which people to employ the
suppliers to use and strategies to pursue (Greco, Figueira & Ehrgott, 2016). The most rational
decision-making techniques require the use of individual skills like observation, intuition or
application of guiding principles. Therefore, I have learned from the problem-solving workshops
that actions in the present are the only way to create the future.
In my opinion, making a better decision at the workplace entails focusing on a variety of
decisional frame or tools and striving to create independent solutions. Also, I have also been
aware that allowing emotions to take control in decision making is disastrous thus there is need
to turbocharge and make objective judgments to the problem. It is essential to cultivate trust but
verify the relationship to manage the human resources effectively. Additionally, taking note of
previous decisions and using them in the decision making. Therefore, the 21st-century work
environment requires self-direction, creativity, curiosity adaptability, higher order of reasoning
and thinking.
Insights and reflection on individual decision preference test results
Making any decision entails the assessment of alternatives, specific course of action and
the effects. Indeed, the test has revealed a lot of my decision-making techniques while also
providing explanations on the difficulties imposed by my personality in my decisions making. I

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have acknowledged the results of this test as they are motivating and has had a considerable
impact on my attitude as well as helping me understand my strengths and weaknesses.
Extraverted
Among my most robust characteristics is being an extrovert. I find it very easy to capture
an audience and thus making me a good team player. I often see myself using insightful and
aspiring communication techniques to recognize motivation even in my employees (de Melo,
Carnevale, Read & Gratch, 2014). As a manager, I sometimes fall for manipulation or end up in
confrontations with the aim of getting things done in a manner that is appealing to everyone.
According to the optimism bias theory, individuals believe that they are likely to be more
successful than others. Therefore, I often strive to achieve good things than the actual
probabilities predict. For example, I usually want to ensure I develop the most productive,
efficient and motivated workforce that the company has ever had. However, I am very tolerant
and it easy for me to give other’s audience even when their ideas are contradicting my own.
Intuition
Also, the tests showed that relatively intuitive. In my profession intuition can sometimes
be both beneficial and dangerous. On the one hand being intuitive helps me to make quick
decisions through facts logic or mere emotions. The cognitive analysis is essential to ensure that
the decision maker evaluates the decision to the extent that the solution achieves the required
objectives. However, intuitive personality makes me so idealistic and yet very sensitive because I
take too much into the heart (Tonetto & Tamminen, 2015). Therefore, I tend to worry about
others' problem until I find it difficult to make tough decisions as I’ll always question whether
I’m doing enough.

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Feelings
I have always been named a helper who is significantly tuned into the morale of an
organization. My personality traits enable me to read and interact with people. According to the
Mischel's theory of personality, individuals are influenced by specific attributes and the manner
in which they perceived the situation (Tonetto & Tamminen, 2015). The variable used in
developing classifying traits and making decisions in this theory include cognitive strategies,
competencies, self-regulatory systems, and expectancies. My case cognitive and emotional
strategies have always formed a better part of my decision making, for example, it is easy for me
to believe in someone and become so involved in their problems.
Furthermore, this analysis has enabled me to understand the reasons behind my
empathetic personality. I find it very had to recommend disciplinary action for a loyal but non-
performing employees because I tend to analyze and reflect on my feelings as well as others' in
every situation. Therefore, most of my decisions tend to be intrinsic and feelings based as
opposed to my shadow traits that found their decisions on thinking (Tonetto & Tamminen,
2015). Also, in the social cognitive theory of personality, Bandura argued that character is
gleaned by situations thus for an individual to repeat a favorable behavior it has been based on
the intellectual reasoning. Decisions based on feelings are made of conscious cognitive
capabilities that enable us to replicate events and decisions symbolically.
Judging
One of the less attractive traits of a diplomat is being judgmental. Even though it doesn't
seem so awkward to me being to be idealistic, it sometimes turns that it leads to prejudice. A
series of studies and the experimental psychologists have shown that while emotions and

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reasoning are inherent in decision-making processes like simple judgments and other behavioral
disabilities evident in sociopathic individuals (Johnson, Blumstein, Fowler & Haselton, 2013).
The rational actor model also states that men pursue a particular method which he thinks in his
sense intelligent. Therefore, I take this advice to be an accurate reflection of my personality and
attitude. Amidst the altruistic deed, I am still judging more than I prospect.
Assertiveness
The MBTI results show that I am relatively assertive and less turbulent. Indeed, I respect
other people's opinions even when they are opposing my point of view. As a diplomat, I need to
express my ideas less calmly and aggressively to ensure that I do not end offending others while
trying to prove my point (Kaner, 2014). The assertiveness model entails standing up for one’s
rights without violating others’ legitimate rights. For example, on multiple occasions am
motivated to modify and incorporate the ideas of others in decision making.
Relations of own decision style and the own shadow side
Based on the case presented, the suggested decision-making style is indented in the
individual traits like the assertiveness, intuition, emotions, judging and extroverted personality.
According to various researchers, extroverts are good leaders but not good decision makers.
Introverts like my own shadow side do not depend on others to make decisions thus are likely to
have more self-confidence than them. As an extrovert, I have learned that I spend time trying to
make the incorporate others' feelings while introverts analyze the situation from various aspects
since they are less interested in diplomatic and generous personalities. Using people mastery

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strategy means that I derive satisfaction from social contact through directing or relying on other
people.
Secondly, occasionally I feel so confident that and believes in my judgment without
considering my limits or ambitions. Therefore, it is easy to ignore the sense of caution, and the
endanger myself while trying to find solutions to other people's problems, and thus I often feel
lost without people to lead love and laugh with. My assertive personality makes me an admirer
of cooperation with no qualms to dominate the opposition and achieve success (Kaner, 2014). On
the other hand, the turbulent individuals are so aggressive and are after individual success and
power. Such people are less charismatic and are afraid of rejection and are less transparent
making them poor leaders. Therefore, one of the traits that help me bring people together and
solve the grievances of the employees in the human resources department is assertiveness.
In my opinion, people mastery strategy makes me appreciate challenging experiences and
exploring to understand the world and the reasons for human existence. In spite of my judging
nature, I find it satisfying to engage in healthy competition and transparent leadership.
Consequently, I don't enjoy disagreements because unlike the turbulent fellows, my strategy in
decision making is more idealistic (Subramoniam, Huisingh, Chinnam & Subramoniam, 2013).
However, my shadow side is less intuitive thus their explanations for choices are available
through conscious reasoning and logical thought. Also, most of my decisions are subject to
emotional bias, for example, failing to recommend the firing of a non-performing employee
because they are loyal. Additionally, decisions made on intuition rather than deep thinking and
considerations are always prone to prejudice. For example, when the company needed someone
to conduct advertisements in the local television, I opted for a Hispanic based on the stereotype
that Hispanics are perceived to be realists and trustworthy.

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Finally, as a people master, I should approach life in a structured manner, creating plans
and organizing my ideas to show trustworthiness. I have always taken control of my environment
by planning early (Johnson et al. 2013) and maintaining self-discipline in pursuit of decision-
making strategies under challenging times. On the other hand, my shadow side entails
prospectors who perceive the structure as extremely rigid. Prospectors derive their self-control
through keeping their options open and are likely to make choices only when necessary. In my
opinion, my shadow encompasses style that could breed bad leaders. Indeed, I am a perfectionist
who plans and allocates time for everything in my schedule while ensuring that I stick to them.
On the other hand, allows things to flow while also encouraging autonomy and personal
freedom.
Areas of my own development and improvement
As a leader there are possibilities of being a good decision maker based on my
personality if I employ changes in the delegating responsibilities to my colleagues and junior
staff, promoting decision making through problem-solving and motivating the workforce through
freedom and job control (Romiszowski, 2016). I have learned that being intuitive breed room for
default biases thus delegating duties to other when they encompass conflict of interest is not only
a sense of good leadership but also provides opportunities for the junior employees to grow.
Also, it will give me time to learn from my mistakes and from others too. Besides delegation of
duties motivates employees through a sense of autonomy which increases job satisfaction.
Additionally, this analysis has challenged me to learn from my experiences and avoid
repeating the same mistakes. Applying people mastery skills requires that I gain the trust of the
people I socialize with or lead (Xu, 2015). Therefore, is imperative that I avoid overconfidence
and need to prove myself while focusing on maintaining a reasonable level of ambition and

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limits for success. Although punitive attitude is not flattering to our egos, it results in self-
discipline and thus better decision making.
Conclusion
Conscientiously, as the workplace environment changes in the 21st century, managers and
other decision makers are challenged to adopt rationality in decision making. Certainly
acknowledgment and modification of individual traits can help in producing a better decision
maker in all situations. Even though I was surprised to discover some of the characteristics
behind my decision making styles like being so emotional, this advice has helped to appreciate
my personality and provided a roadmap that facilitates the development of professional
competence. Also, I have established areas to work like making my decisions more data-driven
and less on intuition while also keeping my inherent biases in check.

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References
de Melo, C. M., Carnevale, P. J., Read, S. J., & Gratch, J. (2014). Reading people’s minds from
emotion expressions in interdependent decision making. Journal of personality and
social psychology, 106(1), 73.
Greco, S., Figueira, J., & Ehrgott, M. (2016). Multiple criteria decision analysis. New York:
Springer.
Johnson, D. D., Blumstein, D. T., Fowler, J. H., & Haselton, M. G. (2013). The evolution of
error: Error management, cognitive constraints, and adaptive decision-making biases.
Trends in ecology & evolution, 28(8), 474-481.
Kaner, S. (2014). Facilitator's guide to participatory decision-making. John Wiley & Sons.
Romiszowski, A. J. (2016). Designing instructional systems: Decision making in course
planning and curriculum design. Routledge.
Subramoniam, R., Huisingh, D., Chinnam, R. B., & Subramoniam, S. (2013). Remanufacturing
Decision-Making Framework (RDMF): research validation using the analytical
hierarchical process. Journal of Cleaner Production, 40, 212-220.
Tonetto, L. M., & Tamminen, P. (2015). Understanding the role of intuition in decision-making
when designing for experiences: contributions from cognitive psychology. Theoretical
Issues in Ergonomics Science, 16(6), 631-642.
Xu, Z. (2015). Uncertain multi-attribute decision making: Methods and applications. Springer.