It can be humorous to hear people talk about their own leadership. I was working with a person that declared; “If I start taking over, excuse me. After all, I’m a ‘D’.” She/he was referring to a popular personality test where he/she had scored high as a direct, dominant, demanding, decisive person. Since the test had revealed those prominent characteristics, it was now something she/he used to define herself/himself – and excuse obtrusive behavior. The implication is: ‘After all, that’s just how I am’.
Good leaders are not defined by personality or temperament categories. Good leaders are across the board in personality types, temperament styles, or any other such classifications. Tests that help us understand our propensities and reveal characteristics can be good, if they help us understand our strengths and weaknesses. Then if we in turn, capitalize on the strengths and mitigate our weaknesses. But if the knowledge creates self-justification for our behavior and gives us excuses for what we do, it’s gone from being beneficial to destructive.
Leaders that believe their qualifications for leadership come from their own personalities or temperaments, usually lead from a position of power that’s asserted, not earned. Their followers soon become aware of when a person has no real ability to lead. Then they generally quit following – if they have a choice. If the followers are not in a position to quit, they simply lose respect and grow resentful towards the leader. A leader in that situation is usually the last to know when problems exist. If he/she is aware there are problems with the team, they often attribute it to the personalities of others, rather than their own leadership inabilities.
Great leaders do not base their leadership abilities on personalities, nor use it to justify behaviors.
Points to Ponder –
Honestly ask yourself, “Where does my ability to lead come
Look at the good and bad leaders you’ve followed or had experience with; where did their strength come from?
Copyright 2013 LeadersBridge