¶ … setup of the management team of the new department and the manner in which the team leadership members would be chosen centered in their personality assessments, psychoanalytical individualities and professional experience and competencies within the industry. In addition, the memorandum will offer an explanation of how the personality assessment results of each and every member were put together to create methods of leadership which are centered on the situational interests or conditional interests with regards to operational earnestness and cultural dissimilarities of the members for this project. Evaluate the personality assessment results

Northouse (2013) opines that, the human behavior methodology includes the different manners in which one can look at leaders and also their followers or subordinates. Research studies undertaken by Carl Jung (1993) have been in correlation with the Myer-Briggs Type Indicator (MBTI) research study that was employed to evaluate the performance of an individual by making use of four personality dimensions. According to James (2003), this particular conception is made up of four orientations or attitudes in dissimilar groupings, for example the Judging-Perceiving and Extraversion-Introversion, along with the Thinking-Feeling and Sensing-Intuition. These categorizations are defined as follows:

i. Extraversion or introversion (E or I) method: an individual that might have a preference for using or exerting their energy in external or internal manner

ii. Sensing or intuiting (S or N) method: an individual that might enjoy collecting their information through a detailed or perceptive manner iii. Think or feeling (T or F) method: an individual that might have a preference for looking at the decision making procedure in a sensible or biased manner

iv. Judging or perceiving (J or P) approach: an individual that might have a preference for conducting their self in a planned or impulsive way (Northouse, 2013).

It ought to be noted that there are thus, 16 possible coding for the four different orientations. These 16 different combinations will not be comprehensively or exhaustively taken into consideration in this memorandum. However, the memorandum will take into account the concerns of the management team with regards to the development of a leadership strategy and also in the management of the skill sets of each member of the team in this project.

The members of the management team include four individuals from diverse professional fields of work, and career and leadership traits in the management field. For this particular assigned task, these four members including myself were classified by use of their Jungian 16-types personalities which are basically the results of their psychological tests. It is imperative to take note that these members freely provided this information to each other and not in accordance to their race, gender, cultural orientation or ethnicity. These 16 different mental types will be paired up with a number of Pearman's leadership potential finding obtained from research done by Northouse (2013).

The findings of the Jungian-16 type personalities indicated that two of the team members have ENTP characteristics. This implies that their personality values include innovative, adaptable and knowledgeable, and individualistic and industrialist skills. However, these two members also have styles of leadership that were classified to be competitive, self-confident and also in an inventive character. On the other hand, the other two members of the team were found to have INTJ trait. This implies that the two are critical, skeptical determined and more often than not stubborn but with independent characteristics. However, they have the belief of concentrating on business procedures that are effectual naturally. Their leadership traits were deemed to be analytical with a purposive way and also very good at planning (Northhouse, 2013).

These sort of managers are deemed to be those who are high achievers and more often than not partake calculated risks and put out stimulating achievable objectives. However, at the same time, these managers are continuously on the lookout for constrictive approaches on how to enhance their level of performance with the business procedure. These outcomes of the personality assessment will be utilized and applied to perceive and determine whether these managers can effectually use their leadership traits in ascertaining the nature of the situation with regards to the determination of this project (James, 2003).

My personality trait is that I am visionary, argumentative, low tolerance for incompetence and more often than not perceived as a natural leader. For my personality, the kind of leadership style that best suits me is transactional way of leadership. It can be perceived as a managerial form of leadership and I...

In particular, my style of leadership is keen on ensuring that projects are undertaken in a manner that is structured and systematic. However, there is a bit of transformational style of leadership as I can be visionary and creative when faced with an issue that necessitates innovative thinking (Lai, 2011).
Evaluation of the relationship situational concerns

The situational approach places emphasis on the relationship that exists between a certain condition and more often than not the contradictory or differing demands on the managers. It also encompasses whether the managers have the capability of changing their style of leadership to be in tandem with the shifting environment as the project continue to advance throughout its life cycle (Lee-Kelley, 2002). As per Northouse (2013), this theory is centered on relationship as well as work behaviors or traits in which the fellow workers' and subordinates' level of maturity will determine the leadership that will be employed by an individual. The level of work performance is fixated on the manner in which the leaders will bring an organization of specific duties as well as define their roles and responsibilities with the members of the group. It also takes into consideration at just how capable they are at explaining themselves to each other in terms of what is required to be done, the location, the time, and the manner in which such tasks ought to be achieved or realized by them.

On the other hand, the relationship performance aspect is taking into consideration how every member of the team will be expected to maintain professional or personal relationship amongst themselves by sustaining an open channel of communication, aiding in the simplifying of the business and offering a reassuring socio-emotional setting. Finally, the level of maturity is determined by the experience of the subordinates and their enthusiasm as well as ability to undertake and assume responsibilities during the course of the project cycle. Consequently, the level of maturity of an individual will impact how the accountability and relationship styles are applied by the leadership to finish or realize an assignment (Arvidsson et al., 2007).

This particular theory endeavors to offer leaders with an understanding of the relationship between effective style of leadership and the level of maturity of their personnel. It also indicates as to why the leader ought to have a compassion and analytic capability to distinguish and appreciate these dissimilarities (Arvidsson et al., 2007). It also ought to be remembered that it is rational for team members to have their own style of leadership. What is more, it will also permit them to attain and to sustain some amount of control over their apportioned assignment to attain and go beyond the anticipated results which were entrenched in the project declaration (Lee-Kelley, 2002). As a result, the project achievement is reliant on situational control with regards to the relationship between the leader and member of the team, power position as also structure of the work (Lee-Kelley, 2002).

Evaluation of the cultural environment concerns

It is imperative to take note that the psychological metrics tested in the Jungian 16-types personality assessment program did not include cultural differences. Taking this into consideration, it will not be applied in order to decide how the team will be made up with regards to relationship as well as business performance amongst the members. In addition, according to Yan and Hunt (2005), researches in cross-cultural leadership have come to discover that lack of sufficient measurement and testing makes it much harder to assure individuals that those acknowledged dissimilarities are the outcomes to claimed cultural differences. Furthermore, the authors came to the conclusion that the most proper manner to evaluate and alter leadership premise to cross-cultural representations is to measure it against effective and consistent individual behaviors, which are linked to leadership variables of importance to a specific social setting. In this particular team to be developed for the new department, all of the members being considered are residents of the United States. For this reason, the assumption made is that the Jungian 16-types personality reports of these team members are culturally favored in the direction of the North American expanse. Therefore, it is determined that cultural dissimilarities as well as any external factors will not have any impact either on the condition or the situation with regards to the assembling of the team and the manner in which their responsibilities and tasks will be managed. More so, this is because the management team approach will be centered on the relationship and duty-motive traits of which the descriptions are shown on the…