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Personal Leadership Philosophies


Being a leader is one of the requirements of the present-day world, guaranteeing one’s success, and it applies to professional and personal life. It correlates with numerous provisions, which constitute a personality to which the related qualities can be attributed when describing their influence on others. Therefore, the presentation of my core values, my vision statement, and my strengths can help reveal the aspects which should be improved.

My Core Values

My core values corresponding to leadership include openness to new experiences, conscientiousness, and empathy, and their combination is vital for being efficient in this role. They are suitable for maintaining a high degree of flexibility in all decisions while taking into account the interests of the affected persons (Matthews, Kelemen & Bolino, 2021). Thus, the willingness to perceive various data helps make well-informed choices, and a conscientious approach alongside empathetic tendencies ensures their suitability for everyone.

A Personal Vision Statement

In my career, I want to work for the benefit of people by rendering them services that improve their well-being. This desire is determined by the fact that I tend to pay attention to everyone’s needs and take care of their problems. Also, the orientation on this aspect of the matter is conditional upon my ability to apply an individualized approach to resolving emerging challenges, which include conflicting interests. In other words, my personal vision is to take action to help different population groups depending on their issues.

Clifton Strengths Assessment: Summary and Analysis

The Clifton Strengths Assessment showed the presence of well-developed emotionally enhanced responsibility, ability to come to an agreement, love for learning, and intellectual activity in general. However, these aspects are complemented by one area, which can be substantially improved, and it is the attention to easy or average tasks (Gallup, 2021). Being a maximizer, I tend to struggle to notice these spheres and might fail to address them, which consequently will lead to greater problems in the future. Even though the reported responsible approach to tasks might compensate for this drawback, it is better to eliminate it.

Two Behaviors to Strengthen

The two behaviors, which should be strengthened, include mindfulness when occupying a leadership position and analyzing contextual factors for improving the activity’s outcomes. The former seems beneficial because it can address the challenge concerning less critical tasks identified above and prevent destructive patterns of conduct (Lange, Bormann & Rowold, 2018). In turn, the latter will be advantageous from the perspective of increasing the precision of developed measures and facilitating the processing of environmental obstacles to success (Oc, 2018). Therefore, these solutions will help me become a better leader who is positively perceived by others.

A Development Plan

The behaviors specified above can be improved by applying the methods corresponding to the elimination of accompanying risks. In the case of the context, they will be the consideration of similar situations in the past and the effects of external circumstances for their inclusion in current matters. Mindfulness, can be promoted by focusing on one issue at a time or, in other words, avoiding multitasking. For example, when working on a project, I will rely on others’ experience in the area and present the expectations with clarity and orientation on careful planning. In this situation, the personal vision will be achieved by involving everyone in discussions while documenting their contributions.


In conclusion, a good leader is an individual possessing empathy, responsible for the results, and is open to the ideas of others. To become such a person, I should pay particular attention to my weaknesses, including neglecting allegedly insignificant tasks and the environment. Thus, the improvements can be achieved through the practices of negotiating while relying on the experience of people familiar with the emerging challenges and avoiding multitasking.


Gallup (2021, September 29). Leonor Vasquez: Your signature theme report [PDF Document].

Lange, S., Bormann, K. C., & Rowold, J. (2018). Mindful leadership: mindfulness as a new antecedent of destructive and transformational leadership behavior. Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO), 49(2), 139-147. Web.

Matthews, S. H., Kelemen, T. K., & Bolino, M. C. (2021). How follower traits and cultural values influence the effects of leadership. The Leadership Quarterly, 32, 101497. Web.

Oc, B. (2018). Contextual leadership: A systematic review of how contextual factors shape leadership and its outcomes. The Leadership Quarterly, 29(1), 218-235. Web.

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