HR Leadership Development: Defining My Leadership Style

1 Brianna D Skipwith HRM-FPX 5075 Section 1 HR Leadership Development: Defining Myself as A Leader January 19, 2024

2 Salutations, I am Brianna Skipwith, and I am currently using my leadership abilities to serve as a Talent Acquisition Officer. My present position involves recruiting, attracting, interviewing, hiring, and onboarding staff while keeping the organization’s long-term objectives in mind. In addition to promoting the company’s brand through recruitment campaigns and events, I work both alone and in collaboration with our HR Business Partners to make sure that current workers are happy in their roles. My main responsibility is to identify and develop the most qualified individuals who can contribute to the future success of the company. In order to meet daily HR needs, I work with leaders and staff members across the entire organization. Aside from that, I have overseen and taken part in numerous HR campaigns and projects aimed at enhancing quality. I leverage my leadership strengths by showing gratitude, giving candid feedback, sharing a clear vision, and extending support. Lastly, helping to establish rapport, foster trust, and use my influence to win over leaders at all levels of the company when performing my work. As a leader, I consider thankfulness to be very important. I make it a point to thank staff members for their outstanding efforts across the board of the organization. Positive reinforcement, in my opinion, can inspire workers and motivate them to continue achieving excellent results. In my capacity as a leader who gives feedback on a regular basis, I make sure to maintain a courteous tone, share information promptly, be understanding, extend support, and be willing to engage in discussions regarding the provided information. The Character Strengths Test listed the following qualities and strengths that I possess: honesty, kindness, and love. An appreciation of beauty and perfection are some of my other strong points (VIA Institute on Character, 2018).

3 The next area I excel in is communication. Effective communication, in my opinion, can help to pique employees’ interest in the company’s future. We introduced our new purpose, policies, and vision earlier this month. This initiative serves as evidence of my ability to effectively communicate vision, as it has enthused and connected leaders and staff to this new transformation. Using a customer/client-centered approach is crucial. It helps links our efforts to favorable client outcomes. Lastly, in all the areas that I support, my communication, demeanor, and enthusiasm remains the same. As a leader, I think it’s critical to maintain an authentic attitude and to be receptive to discussing the organization’s future goals. PsychTest AIM’s leadership self-assessment measures the abilities and personality qualities of effective leaders (PsychTests AIM, 2018). This evaluation highlighted my capacity for giving precise instructions and characterized me as a confident persuader. I firmly believe in being a supportive leader. I take great satisfaction in my ability to empathize and comprehend the needs, circumstances, and viewpoints of fellow colleagues and partners. I also take great satisfaction in being approachable and supportive to staff members. I show this by offering direction and offering thoughtful answers this is both is strategic and unambiguous. I have been able to sustain relationships based on trust and by being supportive. Also, as a leader, I establish trust by keeping my word, being punctual, and again, providing factual information. According to the DISC Personality Test, I have very supportive traits. The behaviorally based DISC evaluation determines an individual’s level of dominance, inspiration, support, or caution while collaborating with others (Harris & Eikenberry, 2018). My examination revealed that I had a combination of cautious and supportive attributes. When I work with people, my supporting trait comes through the most, despite my tendency to be a little cautious.

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4 My supporting attributes were identified by the DISC evaluation as being helpful, compassionate, logical, and meticulous in my approach. Influential relationships between leaders and followers who want tangible results and changes that represent their common goals is what constitute leadership (Daft, 2018). Herzberg’s Two-Factor Theory aligns with my personal qualities of gratitude, honest feedback, articulating vision, and being supportive. According to this hypothesis, several traits contribute to an individual’s motivation or lack thereof at work. Employee satisfaction was fueled by accomplishment, acknowledgement, accountability, hard effort, and personal development. One of the best ways I know to boost employee motivation at work, is to demonstrate gratitude through candid comments and/or conversations. To ensure that team members remain motivated, it is imperative, as a leader, to identify their needs and put those needs in to practice. As a human resources professional, influencing relationships is also crucial. My abilities to inspire others and provide assistance can contribute to more positive and impactful results. It’s imperative that I take a calculated approach while sharing my vision. To achieve this, I will learn more about my audience and adjust my communication style to suit their requirements (Gately, 2015). Before sharing my vision, I will make the most of the personal connections I already have while putting new ones first. I can use my own support system to establish new partnerships. In order to build trustworthy relationships with employees, I will be supportive by posing questions to learn about their needs and wants. A poll about trust was administered to 1,202 working-age adults by the Trust Edge Leadership Institute in St. Paul, Minnesota. According to this poll, if they trusted their leaders, employees said they would be willing to put in more ideas and solutions and would work more longer hours, with twenty-three saying they would do so. Twenty-eight percent of those workers

5 stated they would prolong their employment if transparency was implemented at all levels, and thirty-three percent of those workers said they would stay longer with an employer if its leaders honored their word (Trust Edge, 2018). Individual’s need for a trustworthy leader is clearly demonstrated by this survey alone. In closing, to be a powerful leader, I must make use of my personal strengths. Employees will feel inspired at work by demonstrating gratitude, giving candid feedback, sharing goals, and offering support. These qualities can also help with relationship-building, trust-building, and stakeholder influence. It’s critical to continuously evaluate how and when I apply my leadership qualities as a human resources leader so that I may continue to be effective and have a major influence on the entire organization.

6 References Daft, R.L. (2018). The leadership experience (7 th . Ed.). Boston, MA: Cengage. Gately, K. (2015). Influencing skills 101: A commercial approach to HR . Retrieved from https://www.insidehr.com.au/influencing-skills-101-a-commercial-approach-to-hr-strategy/ Harris, G., & Eikenberry, K. (2018). DISC personality profile test. Retrieved from https://discpersonalitytesting.com/free-disc-test/. PsychTests AIM (2018). The leadership skills test. Retrieved from https://testyourself.psychtests.com/testid/2152 Trust Outlook - Trust Edge. (2018). https://trustedge.com/wp-content/uploads/2020/11/2018- Trust-Outlook.pdf VIA Institute on Character (2018). Character strengths test. Retrieved from https://www.viacharacter.org/www/. Note: You will need to create a free account and register on this website before completing the VIA survey.

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5075-Assessment 3

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