Posted: July 14th, 2022

Tools for Personal Growth and Development

Tools for Personal Growth and Development

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Tools for Personal Growth and Development
The Myers-Briggs leadership style test is an important tool in an organization in identifying potential leaders in the workplace. The tool is critical in determining the allocation of duties depending on the capacity of the employees. The test results help the staff to determine the tasks they can undertake comfortably. Companies must assess existing and new employees (Sari & Bashori, 2020). The effective allocation of duties improves the outcomes and prevents poor job outcomes due to inappropriate allocation.
The assessment is critical for employees in identifying the areas of growth. The areas of growth include interacting with the staff and customers. Communication is an essential tool in the allocation of duties (Sari & Bashori, 2020). It helps employees to determine the appropriate jobs they should hold in an organization. For example, people with appropriate communication skills should work in the marketing and customer care department. Identifying the areas of growth improves the ability to fast-track the essential skills. The checklist provides a basis for future growth. Personal growth among employees is critical due to the escalating demand for quality skills. Employees should strive to grow in different areas including mental, social, spiritual, emotional, and physical. It is important to be specific about the areas of growth. Specific areas of growth will help an employee to track the progress.
My leadership philosophy statement is to inspire the world and leave an impact (Gattorna, 2017). My objective is to leave a legacy as a leader in my place of work, inspire others to lead better lives, and transform individuals and families and the world at large. The statement is personal to my life since I believe in leaving an impact in my place of work. I would like people to remember that I was in their lives long after I am gone. I believe people should not just work to produce average outcomes. To achieve my personal goal of leaving a legacy I will have to improve my skills. I will need to be specific on the areas I should be working on. For instance, I am passionate about technology and the tools companies can use to harness their capacity. I believe technology will harness the potential of boosting competitiveness in a company.
A leadership contract is the commitment of an individual to become the person they should grow into. The commitment defines how an individual behaves now and in the future. For instance, to achieve the leadership commitment I will strive to become a better person through personal growth. Personal commitment makes a leader effective in achieving organizational goals (Farrell, 2017). When employees determine to improve their skills, they increase the potential to achieve organizational strategic goals.
The Myers Briggs leadership style test results indicate that there are specific areas of growth. The areas of growth include communication and the ability to share information in written and spoken form. Communication is vital in an organization in fostering the flow of ideas (Farrell, 2017). The test results indicate that I need to achieve the strategic goals through leadership commitment. The commitment defines how an individual behaves now and in the future. Improving on the strategic areas will enhance the ability to leave a legacy. My leadership philosophy statement is to inspire the world and leave an impact. Leaving a legacy will inspire others and transform the world to become a better place.

References
Farrell, M. (2017). Leadership reflections: Extrovert and introvert leaders. Journal of Library Administration, 57(4), 436-443.
Gattorna, J. (2017). New dimensions of leadership in the supply chain Aligning leadership style to the supply chain challenge. Strategic Supply Chain Alignment (pp. 486-504). Routledge.
Sari, E. Y. D., & Bashori, K. (2020). Predicting Managerial Styles: Is the Myers-Briggs Type Indicator Still Useful?. Journal of Education and Learning (EduLearn), 14(4), 617-622.

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