Essay - Personality and Personalistic Leadership: an Assessment of Team Management for...

Personality and Personalistic Leadership: An Assessment of Team Management for the 21st Century Business Team Environment

Contemporary studies on emerging new principles on the nature of the culture ***** the business environment and team management within organizations led to ***** development of what is termed as "personal*****tic leadership." This new term and concept refers to the prevailing use of personal relations and strategies that aim to build stronger social bonds between leader and members, as well as among members of an organization. Personalistic ***** arises from ***** development ***** diversity among members of an *****; it is in this ch*****ge in the business ***** that made ***** and social relationships important ***** business organizations (Buhler, 2004). In this kind of leadership, it is also v*****al that leaders/managers must be able to adapt strategies and methods which reflect ***** flexibility or *****ability ***** the leader to changes within the business environment and among its members. In addition to flexibility, a leader/ manager should, however, "adopt" specific standards ***** will guide him/her in accomplishing the task of ********** and management (Weiss, *****).

Organization members, on the other hand, must ***** meet specific criteria in order to become part of a diverse and dynamic organization ***** bus*****ess environment. Just as ********** must learn to subsist to a personalistic style of leadership, members must also be ***** to have the ***** and adaptability in order to relate with other mem*****rs. Thus, personality is an essential factor that must be considered in order to ensure 'synergy' *****in ***** organization—that is, a diverse ********** dynamic business environment brought about by various personalities of its members.

***** is ***** an essential ***** needed ***** a group or te*****m f***** it to become e*****fective; consequently, it also contributes to team success. The role of personal*****y to ***** success is illustrated in the Myer-Briggs Type Indicator or MBTI, ***** assesses the personality of an individual as s/he is about to enter ***** become part ***** an organization. Through ***** MBTI, management is able to determine whether the *****'s personality is parallel with the business culture of ***** *****. MBTI is categorized into four (4) cognitive *****s, which include: (1) natural energy orientation (extrovert vs. introvert); (2) ways of perceiving and understanding (sensing vs. intuitive); (3) forming judgments (thinking vs. feeling); and (4) action orientation (judging vs. perceiving) (Personality Path*****, 2004).

***** dichotomies of personalities in the ***** test reflect two facets of member *****: task-oriented ***** emotional. Task-oriented ********** are those who think first before acting on a particular task (introvert), is practical and plans concretely (sensing), *****s rational judgment, and acts according to plan (judging). The *****ly-oriented member, on the other h*****, looks at *****is/her 'external world' when going through the process of decision-making (*****), cre*****es *****s based on abstract ideas (intuitive), uses 'gut feel' as basis for judging, and acts immediately on situations ***** problems as presented to him/her (*****). ********** primary personality types are the prevalent types of ***** ***** in today's business environment.

The *****