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As potential frontline supervisors, we are honed to be good managers as well as effective leaders.

It is
said that an effective leader has the ability to clearly and succinctly explain to her subordinates
everything from organizational goals to specific tasks. In accomplishing these, we are expected to be
equipped with the necessary personal effectiveness skills which include the ability to communicate
effectively, understand and even empathize with our internal clients, including subordinates, in an
organization. Having the right amount of emotion in dealing with co-employees or subordinates, per se,
is not disfavored, so long as the decisions are made promptly, judiciously, and prudently.

I agree with the EMII result describing my personality as one leaning more to extroversion. People who
are extroverted tend to get best ideas and inspiration through engagements and interactions with other
people. It may be attributed to the various leadership roles I assumed during my high school and college
days and even in our community. Also, embracing a happier outlook in my everyday dealings seems to
attract better, positive results. However, my being reserved at times can be ascribed from my
purposeful effort to temper and balance the said traits.

 “May be unable to make hard and fast rule in making decisions due to her tendency to be affected
by her feelings” in relation to “May be easily influenced or pressured by other people which may
result to difficulty in sustaining personal integrity”.

In order to exemplify the traits of an effective leader, one is taught to empathize with your
employees. However, this does not preclude me from making hard but right decisions promptly,
when the circumstance so requires. My many years with the Bank, as supported by the recognitions
reposed upon to me by my supervisors, can attest to the fact that I was not and cannot be, in any
way, influenced or pressured by other people in making difficult but are right and timely decisions.
Personal integrity is one of my valued and cherished values which I cannot bargain or compromise
because of some emotional considerations.

 “Tends to overlook relevant facts in solving a problem” in relation to “[s]eems to be less skilled in
handling unstructured events

In my many years of experience with the Bank, we are expected to demonstrate consistency and
stability in most of our decisions. Consistency, stability and predictability are only few of the critical
considerations expected from us as employees of the Bank. That is why I hugely rely on precedents
of best practices, experience and policies set forth by the Bank in my every decision which may have
led to an impression that I am less skilled in terms of handling unstructured events. On contrary, I
am very adept in coping to the happening unstructured events. Being exposed to a variety of
experiences from various leadership roles before, I can easily be creative, innovative and an out-of-
the-box thinker. My cumulative experience in the bank taught me to always value all relevant
information, and not to leave a stone-unturned in problem solving and in arriving at a decision
which will best serve the interest of the Bank.

Nonetheless, as discussed with my superior, I am willing to undergo to more management and

leadership trainings and seminars to further develop my leadership and supervisory skills. Also, thru
the mentoring and coaching of my superiors, I expect that I can be a better manager and leader
necessary to my proposed supervisory position.