The varying demand of different situation calls forth different aspects of one's personality. We should not therefore look upon personality patterns in isolation. Suppose you tell yourself that "you are good at Public Speaking". And the store has stored based on peoples comments and experience that "you are poor in communication" "you can not speak well in public", "you don't have an impressive body language" The watch man sees your sentence and compares it with the knowledge in its store and says "this information is wrong".
The watchman throws the new information away. He does not allow the new positive information into the store. Now the question is how and when we could programme our mind for positive personality trait with out the obstruction of watchman The answer is we can programme our mind for positive personality traits during the Twilight period just before sleeping and just before waking up. Autosuggestion and Repetition of the positive traits despite negative response from comparison with the store house also gives success in programming for personality traits.
Auto-suggestion is a statement made in the present tense, of the kind of person you want to be. Auto-suggestion are like a commercial about "Super You", or "Future Super You" for yourself what you want to be or achieve. They influence both your conscious and subconscious mind in the long run shaping your personality and attitude. Auto-suggestions are the conscious way to programme the subconscious mind for positive traits. It is the effective method of voluntary development of positive traits and attitudes.
Auto-suggestion should be mixed with emotions. Auto-suggestive thoughts which are mixed with any of the feeling of emotions constitute a "psycho-magnetic" force which attracts other similar or related thoughts. Our subconscious mind resembling a fertile garden spot, in which weeds will grow in abundance if you the seeds of more desirable crops are not sown therein. So Caution should be taken while programming your mind for positive traits only.
One of this type of approach is protest or deny the negative traits at it's very beginning of the entering in the subconscious store. And the second is to consciously avoid this type of environment or situation. In real life situation it is very difficult because it may lead to confrontation and argument or Inaction. For example, the ego would make the person realize that there is armed security in the museum and there is no way to grab the piece of artistry from the museum.
The ego, in the other example, would also tell the person that there is no way to smack the other person who is much stronger physically than him. Finally, the superego, according to Freud, is the moral branch of personality, which goes beyond being the realistic. The super ego would reflect, and realize that the consequence of grabbing the piece of artistry from the museum or smacking a person in public would not only be construed as a criminal offence, but will be morally improper.
The person may instead choose to look at other options to procure at low cost a replica of the same piece of art. Similarly, instead of hitting, stating a counter-point that communicates strong displeasure may be more appropriate. It is interesting to note that all-round development of the personality is also the main theme of the philosophy of Swami Vivekananda. According to the Vedantic concept advocated by Swami Vivekananda, all-round harmonious development of personality is possible if proper attention is given to the five dimensions that are involved in forming and developing the human personality.
Good leadership qualities are the outcome of different types of personality traits. Psychologists have categorized personality types as follows, based on the Enneagram, which dates back at least two thousand five hundred years. Inherent in individuals is a mix of personalities, which shows itself in different circumstances and contrasting environments. Each of these personality attributes also bring out different classes of leadership.
Perfection in content and look-and-feel are both important to them. These leaders are very dedicated, and have an extremely intense work ethic. As a natural consequence, such leaders often expect the same from their people. Their motto for their team is to do every aspect of the job in a way that cannot be improved upon. To such leaders, a flaw in execution is an absolute no-no.
Hence, to ensure flawless execution, they develop and pursue systematic processes with intense rigor. These processes include multiple checks-and-balances at each step to ensure that errors surface in the early stages and get rectified.
Another characteristic of such leaders is setting lofty standards. They benchmark themselves with the highest global standards, and strive for themselves and their teams to achieve the same. They have internal metrics to constantly compare themselves and their teams against the benchmark. Their high standards make them respected by their people for the quality of what they produce. However, perfectionist leaders could potentially get slowed down by the weight of their own expectations.
It is not uncommon to see programmes led by such leaders getting delayed over and over again. Individuals wanting to pursue a career in a design can learn from perfectionists.
Companies which look at design as their core competency value the skills of perfectionists. These leaders seek out opportunities to assist others. They are often good coaches and sounding boards for their people. Their personality is built on sincere skills to listen to, and to understand the needs of others. These leaders thrive on building and nurturing relationships. They have a pleasant personality, are optimistic, and have a cheerful attitude not only about work, but also about life.
To get the best out of their teams and peers, they are always generously appreciative of the work they do. They show that they care. Helpers, however, often get trapped in their over-zealousness to please and support many people. They cannot turn down requests from others. Thus, they bring unto themselves huge mental stress as more and more people get to depend on them.
Strong leaders who exhibit this personality trait find a way to overcome this handicap, by coming up with a scalable model with others sharing the load of supporting the people who are dependent on them.
These are leaders who excel in a single-minded pursuit of their goals. What characterizes these leaders is their focus and relentless pursuit of moving ahead while removing obstacles that come their way. These leaders set aggressive, but realistic goals. They begin with a clear vision of what they set out to do for their work groups and for themselves.
They break it up into near-term milestones for the teams—and ensure that the team remains focused on them at all times. Achievers are highly execution-oriented and this is their biggest strength. They overcome barriers that come their way. They plan well, monitor risks at all times, and provide for contingencies. They are also known for building a culture of efficiency in their organization. Lack of efficiency and competence in their teams that slows execution frustrates them.
Speed means a lot to achievers—and they do everything to inculcate these traits amongst their team members. By observing such leaders, one can understand the art and science of goal-setting and instill in themselves the spirit of maniacal execution. People with highly ambitious career goals develop the personality traits of achievers and learn from those who practice it effectively. Romantics are idealistic leaders. They crave for Utopia—in terms of where they want to see themselves, and their groups and organization.
They are expressive and often excel in artistic pursuits as part of, or in addition to their chosen profession. These leaders lack realism. They dream and set goals that are impossible to meet—but create a short-lived feel-good ambience.
Romantics are unable to focus on a goal and take hard decisions that are needed to move forward in pursuit of the vision. They are kind-hearted, humorous, love to interact with people, can spend long hours discussing how things should be and are not today. Observers are highly perceptive. They have a keen power to process the events around them, do a causal analysis, and come to their own conclusion. They are more curious than others, and often get deeply entangled in analyzing seemingly minor events around them for a long time.
The observations made by these leaders lead to critical and sharp conclusions, sometimes bordering on pessimism. In fact, they appreciate being left alone and be given the time to analyse situations in depth.
Observers like to be respected for their well thought through views and in-depth analysis. They do not take to criticism very lightly and tend to get argumentative if doubted. These are leaders who keep an organization honest and move in the right direction without getting into complacency.
Questioners possess the gifted ability to think on their feet. They have a sharp analytical bent of mind which helps them in finding flaws in arguments and in the rationale. These leaders possess the skills for lateral thinking. When most others in a team are naturally drifting towards a conclusion, questioners bring in fresh perspective and lateral thinking. These leaders communicate crisply and forcefully. They are usually respected for their views. Having questioners in a team can be an asset to ensure an organization does not drift in the wrong direction.
These leaders allow one to think through the non-obvious and thereby avoid risky pitfalls. They also ensure that teams do not get into the trap of group-think in the wrong direction.
They thrive on variety. Enthusiasts tend to move from one role to another, and even change professions completely over the course of their career. Enthusiasts love to dream a future, and tend to get their teams-excited about it.
These dreams may not be grounded in reality, but that does not bother the enthusiasts. They tell stories to their teams about how the world will be in their desired future state. They are spontaneous, have high energy and eternally optimistic. Often they have an infectious personality that rallies people around them. Enthusiasts or adventurers, however, fail to sometimes carry through on their commitments.
Their execution and attention to detail are sloppy, and need strong people to balance them. People interested in following a career in public speaking need to have some traits of Adventurers, as they go from one situation to the other, telling stories of successes and new models for growth. Asserters have strong conviction of thought.
They have an independent mindset, and are confident of their approach. They are not afraid to take unpopular decisions. They love to have the power and even demonstrate the power to their subordinates and peers.
They come across as dominating in meetings and sometimes are poor listeners. Strange as it may seem to some, asserters fight for their people and protect them in discussions where their worth is challenged. Asserters are strong personalities who may be dismissive of good suggestions from their team members, if these are contrary to their opinion.
Extremely assertive leaders sometimes lead to a high-stress situation in organizations, and often cause bum-out. One who needs to turnaround an organization from a crisis by taking hard decisions can learn from the skills of asserters. An organization cannot do without peacemakers.
Conflicts are common in any organization, and peacemakers ensure these do not go out of hand. While peacemakers play an important, sometimes invisible role in an organization, they sometimes feel frustrated at the lack of due recognition for the thankless role they play.
These leaders observe situations and carefully listen to positions of all concerned. They then deftly look for possible middle-ground.
They are trusted by all, because they do not play games and are genuinely interested in a solution. This helps them to be effective in volatile situations.
After reading this essay you will learn about Personality Development: 1. Definition of Personality Development 2. Characteristics of Personality Development 3. Three Cases 4. Freudian Analysis 5. Swami Vivekananda’s Concept. Contents: Definition of Personality Development Characteristics of Personality Development Personality Development .
Personality development is for two purposes: one is to achieve success in material life and the other is to achieve success in spiritual life. For .
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