Achiever Leadership Style

The leadership style is a personal thing which comes out naturally in every individual based on a one’s personality styles (Lok and Crawford 322). Some of the factors which influence a person’s behavior include introversion and extraversion, emotions and thinking, and perceptions and judgments. Notably, these aspects have a tremendous impact on the success or failure of a leader and the business in general. Additionally, a person's leadership style is a crucial determinant for the nature of a business's work culture making it either good, bad, or excellent. Indeed, there can be no two leaders who are the same. The process of developing a person’s leadership entails considering one’s traits and improving the skills in the right direction.

Leadership Personalities

            Research proves that there are seven leadership personalities and managers can move between the different types of leadership in their career to enhance their efficiency. I classify myself as an achiever basing from my traits, strengths, and weaknesses. Usually, achievers introduce into the organization a determination to make accomplishments and be effective. They are typically focused and fast-paced when working in the organization. Achievers express a high sensitivity to concrete results and prefer working with factual and specific information instead of considering a lot of details (Brett, Behfar and Kern 48). Even when under stress, I am assertive, direct, and determined to complete the job.

            Achievers focus on establishing a positive environment where the employees can interact actively. Much of their efforts are focused on deliverables even though this hinders their ability to see the bigger picture in various situations. As an achiever, one has a more complex comprehension of the world than other managers. They appreciate feedback (even when it is negative) and act on the suggestions to enhance their leadership effectiveness. They also understand that the conflicts which take place in everyday life are caused by the distinctions in how every person interprets relationships with others. Achievers know that to derive solutions to problems, there is a need to be sensitive about the nature of relationships and the potential to influence others positively.

An achiever entrusts the employees with the organizational tasks and expects them to deliver without necessarily making a follow-up. They rely on teamwork to implement strategies which may take up to three years and balance the immediate and long-term objectives (Brett, Behfar and Kern 48). This leadership style is very effective and linked to increased employee performance and productivity. In recent research, it was proved that leaders who employ this strategy had lower staff turnover and gave the workers more responsibility.

            Remarkably, most managers who are achievers deploy strategies which earn organizations more gross annual revenues than leaders with different styles. Often, these leaders are often differentiated from experts who feel superior and, therefore, cannot accept the reality that an achiever can achieve success in an organization. However, this conflict is not always destructive, and in fact, it creates more competition between the two types of leaders which improve each person.

As an achiever, I pride myself on the fact that I can succeed in whatever I try. I believe that success is a choice that one has to make, and if a person works hard by investing time and effort, one will undoubtedly get the results. I always ensure that I can empower anyone who surrounds me. This is achievable through teaching others about how to approach things and celebrate the group success. Additionally, I make a point of being honest with everyone by letting them know where they can improve.

I set personal goals: both long-term and short-term. Every day is a new challenge to me, and I make it a personal motive to ensure that something new is done. After achieving this, the mark is raised, and a new approach is employed to attain this. Despite my position and power, I appreciate feedback and coaching since I believe that one can always get better. In case a goal is not attained today, there is always a chance of trying the next day which ought to be done with twice the effort. The idea is to grow every day by raising the bar for achieving the objectives.

Democratic Leadership

            An achiever practices democratic leadership which entails the members of the group taking a more participative role in the process of making decisions (Iqbal, Anwar and Halder 2). It applies to any organization including private businesses or schools. In this leadership style, every person has the opportunity to participate, and ideas are exchanged freely. Furthermore, it encourages regular discussion among the members. Primarily, it focuses on the equality of the group members and the free flow of ideas. However, this does not mean that the leader does not have a role. They are still vital in offering guidance and control. Again, the leader remains with the responsibility of determining the decisions in the group.

            Research shows that the democratic style of leadership is among the most effective which results in the highest productivity since the contributions of the group members increase the morale of the employees. In this way, there is a likelihood that they will be more satisfied which increases their productivity.

Strengths

            Ideally, achievers are generative primarily since they are in a position to increase the motivation of the team members who they work with. There is a possibility they will share the work which has to be completed. They are great in the management of tasks through creating lists and keeping track of the finished work.

Weaknesses

            The main problem with achievers is that they do not see the big picture and cannot create and sustain a vision for organizations. Without vision, these leaders are bound to get stuck with unnecessary details. Even though they complete tasks, they cannot reflect on what they have attained. As such, they cannot link the different events with one another to take proactive actions whenever problems arise.

Personality Profile

            According to the Myers-Briggs type indicator, an achiever falls under the ESTJ category which stands for Extraversion, Sensing, Thinking, and Judging. An achiever is a perfectionist and can push people to attain the goals. Also, they are sensors who can fit in anywhere and adopt the trends of a particular place. They are judgers making it possible for them to achieve their goals.

Conclusion

            The achiever style of leadership is one of the most effective that leads to the highest productivity of the employees. Achievers are perfectionists who have the potential to motivate other workers by interacting with them and providing feedback. They are obsessed with setting goals and ensuring they achieve these through consistent efforts.

Works Cited

Brett, Jeanne, Kristin Behfar and Mary c Kern. "Managing Multicultural Teams." Harvard Business Review 84.11 (2006): 84-91.

Iqbal, N, S Anwar and N Halder. "Effect of Leadership Style on Employee Performance." Arabian Journal of Business and Management Review

5.5 (2015): 1-6.

Lok, Peter and John Crawford. "The effect of organisational culture and leadership style on job satisfaction and organisational commitment: A cross‐national comparison." Journal of Management Development

23.4 (2004): 321-338.