A511.4.3. RB - Locus of Control

     

 Locus of Control

     Apparently, I have an External Locus of Control according to Rotter’s Locus of Control Scale Test. That is, if I scored it correctly. I gave myself one point for each number it said too and I received a score of 15; which, out of the 23 questions it asked you to score, is on the high side. I answered the questions honestly, but realized that I was contradicting myself with some of the answers. Nevertheless, the score left me with an external Locus of Control. 

     This really surprised me. I thought for sure there would be no question that I had an internal Locus of Control since my internal dialogue in my head and external dialogue with those I talk too is focused on one simple truth that I live by: The only thing you have control over is yourself.

To me, this statement meant that since I was the one in control of me and I know I work as hard as I possibly can to make things happen, it is ultimately my fault if things work out or not. Since I am in control of me and things didn’t work the way I wanted them to, then it means that I didn’t do something right. However, after typing it out right now and seeing those words in front of me, I realize that statement, “The only thing you have control over is yourself”, is actually a double ententre. 

     To say that I only control me is acknowledging that there are other outside forces at play. I’m controlling me and doing everything I can, but I am not the only factor in the equation – which is external locus of control. After looking at things from this perspective, going over my answers to the questions, and really looking at the mean of both internal and external locus of control, I would have to say that I am not defined by one. I simply have locus of control. I have both internal and external control working and depending on the situation will depend on which type of control I have for that moment. 

     This is something that I have actually been actively working on in the past few years. The reason being, is because I absolutely used to be a person who would beat myself up if something didn’t go the way I was trying to control it to (internal locus of control). For example, I applied for a job where I met all the minimum and preferred qualifications. I had two interviews that I walked out of feeling like I did everything in my power to make it a good one. I felt like I had it in the bag so-to-speak. By all accounts, I did everything possible within my control to get this job – but I didn’t get it. The old me would have beaten myself up knowing that I must have messed up somewhere along the line and I just needed to figure out what I did wrong; however, the new, more introspective me knew in my gut that I did everything I possibly could and if they didn’t hire me it was because of something else. Something that was not within my control (external locus of control).

     I believe that it takes a little bit of both. To balance both internal and external locus of control equally. I recently had an interview that I went into feeling pretty confident. I answered the questions to the best of my ability and felt pretty confident about the answers I had given. Then, they asked me to take a test. This wasn’t something I could control. There was no way to know they were going to ask me to do this, so the only thing I could do was the best that I could. I had to walk out of there knowing that I did everything in my power, but also acknowledging that there were things that were not in my control that will have a determining factor on this interview. That is both internal and external locus of control. 

     As a leader, I think it’s important to have both. To do what is within their power to help their team, but acknowledge that there are variables that will contribute to the overall goal that are not within their control…because that’s what it means to be part of a team.

A511.3.3.RB - Directive and Supportive Behaviors

   Situational Leadership

 

   Like Situational Leadership, I have a situational personality to some extent. Blanchard describes Situational Leadership as a leader who “adapts their style according to the development level of the people they are managing”, meaning that they lead according to the type of leader the situation calls for (2008, par. 2). Well, that’s how I am in life. I adapt to whatever the situation calls for. If I am at home with my kids, then I am all four leadership styles: Directing; Coaching; Supporting; and Delegating. Every minute calls for a different type of leadership style and some even require me to switch in between.

     However, my style over-all in life would follow more of the Supportive leadership style. Whether it’s talking to a friend, my husband, my children, or co-workers, my first response to situations is to listen. I listen to what they have to say about a problem before deciding on a specific solution to solve the problem. For example, when dealing with my teenager I have to listen carefully to what he is saying, but I also have to be able to detect what he is saying without actually saying it. Once I know what the problem is I can then I can make some decisions on how to handle it. Of course with a teenager, you have to handle it without them knowing you handled it and if you are really good, do it in a way that they think they were the ones who handled it.

     As a follower of a leader, I prefer it when the leader has the style of Delegating. Since this style allows for the leader to have confidence in the ability of their followers and allows them the freedom to do their job, it works best for me. Most times I need little direction when it comes to the job, so when I tell my leader “I got this” she has the confidence that the job is being done correctly. Blanchard says this style allows the follower to feel they “run the show”, and I agree, because this gives me a stronger feeling of accomplishment and motivates me to do more (2008, par. 16).

Reference:

Blanchard, K. 2008. Situational Leadership. PDF. Retrieved August, from: ERAU.edu

A511.2.3.RB - Reflecting on Leadership Traits

Reflecting on Leadership Traits

     When considering what Stogdill described as important leadership traits, and evaluating the type of leader that I currently am, I see that I have a few of those traits that could make me a great leader. However, it would appear that more of the traits he listed are ones I need serious work on and currently hold me back. In general, I am not the one who would actively pursue a leadership role and the biggest reason for this would be the responsibility. However, it’s not the responsibility that holds me back, it’s the consequences if things don’t turn out well. Of course, my thought process about this is changing after the things I am learning in this leadership class. Being a leader isn’t about me leading a charge so-to-speak. It’s about enabling others in my team to use their individual skills together and aligning the right skills with the right task. 

    Self-confidence is another trait that Stogdill identified as important that I would also consider a leadership handicap of mine. It has gotten better over the years and with more experience, but I really struggle with having the self-confidence needed to lead a great team. Of course it depends on the assignment or the job that I am doing, but I have a really bad habit of questioning myself, so if a team mate also questions me, then my confidence goes right out the window. The good news is, I feel that this is a trait that can be learned and improved upon. 

    The traits I have that really allow me to shine as a leader are initiative, tolerance, and sociability. When it comes to doing a job, no matter what the job, I am usually the one getting people motivated to get going. I will be the first to take the initiative to start prioritizing parts of a project. Once you prioritize then you can find the right person with the right skills for each portion. 

    My tolerance for how people they do their job, different types of frustrations, delays, and set-backs on a project are all pretty high. I believe that you have to allow for a certain amount of freedom within your team so that they can do what they need to do. I feel that some leaders see this as a loss of control over the team or their position within their team, but I see it as allowing the team members to fine-tune their skills and self-correct when they identify any problem areas. 

    One trait that I feel I was born with is the sociability trait. I think most women were born with this trait, but some are better than others. I have always been the one to identify those who will work well together as well as identifying someone who could benefit by being paired with someone else. In everything I do, even in my personal life, I am always tactful and diplomatic about things. I am a bit of an introvert, which I feel works to my advantage. I feel it gives people a sense of peace and calm as well as feeling that I am trustworthy. 

    When it comes to trait’s versus skills in leadership style, I don’t believe it is an EITHER/OR kind of thing. I feel that it is an IF/THEN type of situation. IF you were born with the necessary traits to be a leader, then great! All you have to do is fine-tune them to become even better. But IF you were not born with them, THEN you can learn them. I believe everyone has the has the potential to be a great leader. 

Reference:

Northouse, P. G. (2015). Leadership: Theory and Practice 7th ed. Los Angeles, CA:
     Sage Publishing