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Assessing Leaders

Assessing Leaders. “ You’ll get hired for your intelligence, but you’ll get fired for your personality”. Gordie Curphy. Overview. Competencies/Skills Development Personality/Preferences Four Preference Dimensions. Take all 5 areas and they add up to your skills or competencies.

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Assessing Leaders

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  1. Assessing Leaders

  2. “You’ll get hired for your intelligence, but you’ll get fired for your personality”.Gordie Curphy

  3. Overview • Competencies/Skills Development • Personality/Preferences • Four Preference Dimensions

  4. Take all 5 areas and they add up to your skills or competencies Competencies/Skills Easier to Change Knowledge Experience Personality/Preferences Intelligence Values More Difficult to Change Taken from Leadership Book Mcgraw-Hill

  5. Personality/Preferences

  6. Preference Dimensions • Extraversion-Introversion • Sensing-Intuition • Thinking-Feeling • Judging-Perceiving

  7. loud - quiet active - reflective gregarious - private outgoing - reserved sociable - detached external - internal do - think speak - write talk - read E - I

  8. Extraversion-Introversion • Fundamentally concerned with where people get their energy

  9. Extraversion-Introversion • Extraversion • Naturally outgoing, energized by being around others • Tendency to think out loud can lead to trouble • Introversion • More comfortable alone, fundamentally more reserved • Prefer to think things through

  10. realistic - intuitive blueprint - dream details - pattern sensible - imaginative practical - creative present - future factual - symbolic specific - general formula - hunch S - N

  11. Sensing-Intuition • Concerned with how people look at data

  12. Sensing-Intuition • Sensing • Like facts and details • Tend to be practical, orderly, and down-to-earth • Intuition • Look for the big picture • Tend to be innovative and conceptual

  13. convincing - touching objective - subjective head - heart just - humane principle - passion fair - tender clarity - harmony reason - emotion professional - warn T - F

  14. Thinking-Feeling • Concerned with the considerations leaders prefer when making decisions

  15. Thinking-Feeling • Thinking • Like to analyze, criticize • Pay more attention to operational, bottom-line considerations • Feeling • Empathize and appreciate • Value humaneness and social harmony and use their hearts

  16. systematic - flexible methodical - curious organized - spontaneous deliberate - improvising exacting - impulsive definite - tolerant decisive - open-minded plan - adapt control - freedom J - P

  17. Judging-Perceiving • Concerned with the amount of information a leader needs before feeling comfortable making a decision

  18. Judging-Perceiving • Judging • Strive for closure, like things to be settled • Decisive, methodical and organized • Perceiving • Prefer to collect as much information as possible, like to keep options open • They are curious, spontaneous, and flexible

  19. Implications of Knowing Your Preferences • Knowing about your type increases awareness of both your own and others’ behavior • Knowledge of one’s type can help broaden your behavior in a variety of situations • People of different types are motivated in different ways • Working with people of different types can be difficult

  20. Summary • Competencies/Skills Development • Personality/Preferences • Four Preference Dimensions

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