Guardian portrait of the provider (ESFJ)
Summarize your leadership style /introduction
ESFJ personality type is a description of a leader who is basically an Extravert-Sensor-Feeler-Judger (Keirsey, n.d.). An extravert means that the leader is outgoing, more oriented to actions and energetic. The leaders are also known to be enthusiastic and expressive. Sensors mean that they live depending on the current situation. They depend on facts; handle practical issues well and wants tangible and quantifiable things. On the other hand Feelers allow their feelings and emotions take a leading position due to their apprehension for other people. Consequently, Judgers desire a lifestyle that is influential, planned and organized. They like a life that is planned and controlled.
Strengths for leading others
The strength of this Personality Type is that leaders have diverse set of skills, talents and features that empower groups and relationships in an organization. These leaders are hard workers, responsible and accountable. They tend to be very conscientious to the needs and wants of people and often have friendly attitude. Conversely, they are outgoing, sociable, and are capable of nurturing and sustain relationships. Strength of this personality type is that they are capable of delivering hilarity, enthusiasm in various teams within the organization. They provide an orderly and practical stance to the teams and individually empower issues and projects(Myers, 1998).
Potential challenges related to your leadership style
Their challenges emerge from their nature of dominant and Extraverted Feeling since functions can surpass personality. The general outcome is of two notable impacts. Due to the Introverted Sensing function, leaders are unable to offer adequate stability to their sharply definite feeling judgements; they occasionally lack the relativities and possibility of the real world. This eventually leads to conflict with others who consider that situations need to be appropriately assessed before its realities before any actions can be taken (Marquis et al, 2012).. On the other hand, regarding the sense of the world restricted by feelings alone, the scarcely definite ESFJ leaders will virtually constantly find themselves at odds with any scrutiny of the humanity that does not see their own clearly detained judgements to be principal, or which does not concur them the “feeling toned” reply they anticipate. This can generate a variety of effects, all of which leads to divergence for the ESFJ, each with others or with their individual stance.
Conclusion /Improving leadership competencies and effectiveness.
In order to improve leadership competency and effectiveness as an ESFJ personally type, there is need to emphasize on opening individual perspective to involve a more precise view of various ways in the world. So as to be in a situation whereby the ESFJ is capable to view and regard data as that is universal to their value system. Consequently leaders should acknowledge that their perspective of the world is not in jeopardy by the novel information. The ESFJ leaders’ needs to intentionally inform themselves that the judgements of other individuals are not associated to reality (Azaare & Gross, 2011). They need to know that the ideas of other people are also just and applicable inside a broader and less scrupulous apparition of the world. Generally, leaders should strive to exercise their impression in a really introverted sense. These means that they utilise Sensation to recognise that every part of a condition are essential for functionality and value a function or goal relation over another narrows an individual’s capability to cope in real world as it sincerely is. The ESFJ leaders who can do complete envision of the world as a sphere of operation and associated parts that are all indispensable to its equilibrium can be reasonably a influential force for positive transformation.
Refrence
Myers, Isabel Briggs (1998). Introduction to Type: A Guide to Understanding your Results on the Myers-Briggs Type Indicator. Mountain View, CA: CPP, Inc.
Keirsey, D. (n.d.). Guardian: Portrait of the Provider (ESFJ). Retrieved from http://www.keirsey.com/4temps/provider.aspx
Marquis, B. L., & Huston, C. J. (2012). Leadership roles and management functions in nursing: Theory and application. Philadelphia, PA: Lippincott, Williams & Wilkins.
Azaare, J., & Gross, J. (2011). The nature of leadership style in nursing management. British Journal of Nursing, 20(11), 672–676, 678–680.
