A511.4.3.RB -
Leadership Traits
Managerial
Motivation, Traits, and Effectiveness
Managerial motivation, traits, and effectiveness are
the attributes that are required for leaders to be successful. Managerial
motivation is based on the leader and the amount of achievement motivation they
have. The higher the achievement
motivation the more effective the manager is, in contrast a manager with low
achievement motivation is less effective and successful. Traits are the skills
and values a leader possesses and they contribute to how a leader is perceived
by senior leaders, peers, and subordinates.
This is driven by “a variety of individual attributes, including aspects
of personality, temperament, needs, motives, and values (Yekl, 2013, page
136),” where an individual behaves a certain way. Effectiveness is how a manager’s motivation
and traits lead to success or failure of the manager’s goals. A good manager is considered respected, confident,
and knowledgeable. A not so good manager can be perceived as defensive, weak, and considered a failure. These deference depend on how a manager is perceived, its ether strong, weak, motivated,
effective or ineffective.
My Leadership Skills, Traits, and Competencies
My leadership skills, traits, and competences have
grown over the last 20 years of military service. I entered the military with high moral
values, honesty, fairness to others, and loyalty to the organization. I was lacking in job skill knowledge, military
customs, and politics. I improved my knowledge about the military, occupational
skill, and leadership. I am considered a subject matter expert in military
human resource, but had to grow to attain that position. The road to success
required me to learn how to work with others that possess diverse skills,
beliefs, and leadership styles. Being
confident, learning from others, positive or negative, contributed to my
development. I maintain a positive outlook even in stressful situations to
provide the confidence that even if we fail, there is something positive to
learn from it. I learned as written in this week’s text, “optimism and
persistence in efforts to accomplish a task or mission are likely to increase
commitment by subordinates, peers, and superiors to support the effort (Yekl,
2013, page 140)” works when applied.
Strength,
Leverage, and Variables
I have high self-confidence, I am emotionally
mature, power motivated, and achievement motivated. I spent seven years as an Enlisted member of
the Air Force. As an enlisted member I
observed a lot of negative leadership and worked in environments that would
have been improved if there were better leaders in charge. I was confident I would be a better leader
than the NCO’s and officers in my organization at that time. I was emotionally mature than a lot of the
leaders around me, so I set a goal of becoming an commissioned officer. My motivation to gain power or rank in this case
was driven by my desire to make the work environment better for people of lower
rank like myself. It took two years, but
I completed my undergraduate degree and was accepted to officer training
school. My leadership traits have helped
me over the last 13 years as an officer.
Having developed a locus of control, I believe that everyone is
responsible for the situation around them, meaning bad things will happen, so
learn from them and move on. My traits
also help me to work with variables such as toxic narcissistic leaders who
possess “a strong personalized need for power, low emotional maturity, and low
integrity (Yakl, 2013, page 143).” Being
a flexible leader able understanding the positives, negatives and variables of
an organization is critical and has helped me to be successful over the last 20
years.
Reference
Yukl, Gary, (2013), State University of New York, Albany, Leadership in
organizations 8th Edition, Pearson Education, Inc.
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