Buy essay on Analysis of My Strengths and Weaknesses

Part 1
Personal traits of character and individual inclinations have a significant impact on the work of managers and their relationships with their colleagues and subordinates. In this respect, it is important to place emphasis on the fact that personal traits of character have the direct impact on the behavior of an individual. In this respect, I could refer to my personal experience and the impact of my traits of character on my behavior. For instance, I am inclined to the introversion and I do not like to waste much time on pointless talks. Instead, I prefer actions, i.e. I need to do something instead of talking about something and doing nothing. This inclination affects my relationships with other people and my managerial behavior because I prefer my subordinates to act instead of discussing or debating my decisions. However, I am always ready to take a reasonable advice and consider possible changes in my initial decision. In this regard, I would stress the importance of some positive, actual outcome, instead of pointless talks that have no outcomes but verbal communication. Therefore, I could estimate that there is the direct relationship between my traits of character and my behavior.
On the other hand, I would like to point out that the environment in which I am can affect my behavior and my actions often correspond to the environment in which I work. In this respect, I should say that, unlike some of my colleagues, I can work in a stressful environment quite effectively but I cannot cope with stressors, when I am under pressure or when I have to hurry up or when other people force me to hurry up. Consequently, my behavior as well as behavior of other managers depends on personal traits of character and the environment in which he or she works.
At the same time, it is obvious that managerial roles depend, to a significant extent, on personal traits of character. In fact, managers can develop different management styles and different managerial roles respectively to their personal traits. Obviously, managers can be the most effective when their personal traits coincide fully with their managerial roles. For instance, an authoritarian person can hardly succeed when he or she attempts to use a liberal managerial style or when he attempts to be just a guide to his or her subordinates. Such a manager is likely to fail and he or she fails not because a democratic and liberal managerial style or the role of a guide is ineffective in management but because such a role does not match personal traits of character of the manager. In fact, the manager just fails to perform the role of a liberal manager if he or she is authoritarian by nature. Instead, this manager can be effective when he or she has to lead a team to reach some goals of an organization or a team. In such a situation, his or her personal traits match perfectly his or her managerial role and the manager becomes effective.
Furthermore, personal traits of character define different patterns of managers’ behavior, including communication and conflict resolution. For instance, an extravert manager will hardly have any problems in communication with his or her subordinates and an introvert manager is likely to have such problems. Finally, depending on personal traits of character, managers can chose different conflict management strategies. For instance, an authoritarian manager can provoke conflicts, especially if there is an informal leader among his or her subordinates, to prove his or her leadership and authority.