What drives us is the excitement of seeing an individual or an organisation achieve their potential. LEA Group uses action oriented, reflective learning leadership development methods, focused on transference of learning effectively into the workplace. Recent research suggests that by understanding the function of the brain, learning styles and preferences, we can be more effective in all communication, change management, performance management and in coaching and mentoring. Analysis of current team effectiveness with practical steps to overcome five common dysfunctions and enhance team performance. Contemporary organisations require leaders who foster collaboration, build trust, and engage teams in an environment of shared performance goals – Becoming a Coaching Leader provides practical skills to GROW the human potential of your team. Identifying current communication strengths, building on these with five proven communication skills that ensure improved collaboration and stronger relationships, including developing assertiveness and self reflection. Applying proven approaches to achieve emotional balance, manage stress, and improve motivation of self and others through autonomy, mastery and purpose. The MBTI® served as a tool to my knowing better myself and my predispositions, but I am sure it does not capture me as a full human being.

If no theory is ultimate, why can’t we combine different theories to better understand our behaviors and even our leaders and followers? That is exactly what some people have been doing by combining the psychodynamic approach, namely through the MBTI®, the style approach, and the situational approach.
Using Berens’s (1998) temperament theory,  Myers, Kirby, and Myers (1998) developed a temperament scale through the MBTI® profiles by combining information gathering (S-N dichotomy) with attitudes (J-P dichotomy) for sensing types (the second letter as an “S”) and decision making (T-F dichotomy) for intuitive types (the second letter as an “N”).
On a personal account, the MBTI® has been an important tool to look inside myself and understand some patterns of behavior that I have always displayed. We are far too complex for any psychometric or psychological type tool to predict how we will behave in any situation. Coming back to the point, as I have previously shared on my posts (leaders of the world – know yourselves and leadership and obedience), there are no ultimate tools and every paradigm or theory is still partial no matter how comprehensive it might be right now.
And that is what the MBTI® with Blanchard’s Situational Leadership® II Assessment provides.
Maybe leadership theories are just like leaders and followers – they need each other to make sense of the world around them.

Using the Myers-Briggs® instrument with Blanchard’s Situational Leadership® assessment. For the purposes of this post, I will side with Furnham (1996) and assume the test does have two intrinsic characteristics of scientific instruments: reliability and validity.
Jung’s theory predicted that people would have preferences in the ways of dealing with the outer world, collecting information, and processing information. Leadership and the one minute manager: Increasing effectiveness through situational leadership.
The big five versus the big four: The relationship between the Myer-Briggs Type Indicator (MBTI) and NEO-PI five factor model of personality. Introduction to type: A guide to understanding your results on the Myers-Briggs Type Indicator.

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Comments to Leadership & management learning center


25.05.2014 at 13:54:21

Which includes clarity and consistency to all workers who have a correct attitude and make you more.


25.05.2014 at 15:45:53

This guide particularly relates to those wants and words that you use in each day life.


25.05.2014 at 21:21:52

And negative emotions with regards.