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The “How
good is your decision making” assessment (Hill, n.d.), indicated I was strong
in areas such as establishing a positive decision-making environment,
generating potential solutions, and evaluating alternatives. I can attest to
these findings because of leadership that I exude on a daily basis. I am always
seeking options on ways that the end goal can be accomplished- even when faced
with adversity. When making decision, I feel that it is important that all
parties involved agree on an objective and the process moving forward to obtain
the end result. Having input from all the stakeholders allows for varying ideas
in which the best solution could be decided upon. Furthermore, in order for the
decision to be efficient, it is important to determine the risk, consequence,
and feasibility of each idea, as all are important in the evaluation stage of
any given decision.

Other areas
in the assessment in which I fared well included checking the decision and
communicating and implementing the decision. Although these were high in
percentages- being over 50%, I can certainly improve on both of these. I know
that I am good at communicating and am clear and thorough on expectations, be
it written or verbally; however my lowest score was in checking the decision.
It is important to ensure that I review and audit the choice that was made to
see if my assumptions were correct and that they made sense. Reviewing all of
these steps in decision- making can allow for thorough leadership which
includes communication with stakeholders involved, assessment of decision made,
and follow up to ensure it has been put into place. All of these items could be
completed by utilizing a flow chart or even a check list.   

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With my
counseling background, I have done research on Myers-Briggs Type Indicator
(MBTI). This theory was developed by the mother-daughter partnership of
Katharine Briggs and Isabel Briggs Myers and is an adaptation of the theory of
psychological types produced by Carl Gustav Jung (Cunningham, 2012). It is
based on 16 personality types, which Jung viewed as stereotypes (Jung 1921, p.
405). They act as useful reference points to understand your unique personality
(Jung 1957, p. 304). When completing the MBTI assessment, my results indicated
that I am categorized as an ENFJ- A, which indicates that I am 60% Extravert,
74% iNtuitive, 57% Feeling, 17% Judging, and 86% Assertive.
More in depth, ENTJ also means that individuals identified in this category often
prefer to interact with others (extraversion), perceive new possibilities
(intuition), decide subjectively (feeling), and follow an organized lifestyle
(judgment). This type of person is also listed as a protagonist, who make up
only two percent of the population, and are natural-born leaders, full of
passion and charisma who reach out and inspire others to achieve and to do good
in the world (“16 Personalities,” n.d.). Famous ENJF’s include former United States
President Barack Obama, Oprah Winfrey, and National Basketball Association
basketball player Michael Jordan (“Famous ENFJ’s,” n.d.). To be a leader and an
ENFJ in this category is a good company!

Knowing these
things about myself from my previous assessment of being a transformational
leader, to my personality style of ENFJ-A; it helps me better understand which problem
solving method works best with my personality. Therefore, while reviewing the “How
good is your decision-making” assessment, and being listed as a protagonist, I
feel the method that works best for me is the Multiframe Leadership and problem
solving approach.  This approach consists
of four unique lenses or perspectives, suggesting that leaders often have a predisposition
to one or two of the frames, but that developing the flexibility and capacity
to use multiple frames in addressing issues may result in more effective
outcomes (Bolman & Deal, 2008). Bolman and Deal’s (2008) perspective is
that dealing with organizational issues requires that leaders develop mental
modes or “a set of ideas and assumptions” (p. 11) that help them begin to
understand and navigate various problems. Such as the case for hazing, as a
structural frame entailing a zero tolerance should be a policy outcome, along
with clear communication of the punishment for offenders; but then also looking
at the human resources frame and analyzing what support that the victims- and perpetrators
alike may need such as counseling. When analyzing a problem, you aren’t just seeing
the problem one sided- but from many angles, therefore bringing about not only
the best solution, but also the solution that creates efficiency and productivity
moving forward be it for a team or an organization.

Leaders have
to be able to take swift action by developing and ‘providing new activities and
ceremonies based on core values that are considered essential to team
development and team culture (Scott, 2014). Therefore effectively framing and
reframing problems until they are able to think from different perspectives and
“be more versatile in their leadership approach” (Scott, 2008, p. 16).   As a transformational leader such as Martin
Luther King, an ENFJ-A such as Barack Obama, a protagonist as Oprah Winfrey,
and as a sports leader from Michael Jordan to future sports leader, LaToya
Thompson; I understand that- just as these individuals before me- understood
that differing views of a particular issue can often lead to a better, more
dynamic solution to an existing problem, and that conclusions shouldn’t be made
too quickly. Thinking outside the box which allows for a more flexible approach
and can be applied to public relations, political, sociocultural as well as
technological issues in the workplace. Overall, I am led to believe that because
of my background that not only am I am in agreement with my results from the decision-
making assessment; but also that the Multiframe Leadership approach would be
best suited for me when making decisions, as all the frames can be
utilized to create solutions, strategies and tactics that engage the full
breadth of personal profiles and organizational realities.  

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