While I do see the value in many of these ideals, I know that as someone who is introverted by nature, and whose internal 'battery' is charged when alone, I may not fully take into consideration the potential contributions of others. However, in my capacity as a Chief Financial Officer, because I would be able to deal with the 'balance sheet' of the company, I think that my adherence to accounting ethics and my determination to focus upon the facts of my company's financial situation would work to stifle any temptation to only see my own point-of-view, and to put on blinders regarding alternative sources of data. Additionally, to succeed at a $50 million construction company and to flourish, I have had to learn to listen and to listen well to others, given the ever-changing nature of the financial data in the industry, and the many contingent variables that can affect a project. Although my job is based in numbers, to get my point across to other members of the organization requires superior communication skills. The more technical the information I must convey, the stronger and clearer my speaking and written skills must be. My appreciation for the need for communication and the ability to simplify complex data is yet another reason why I believe that I could succeed in an executive position as a CFO.

In my current position, given the great changes that have overswept the industry and accounting, I have also had to retain a high degree of flexibility regarding how I approach problems. Although I may be a perfectionist, I am capable of learning from others. "When it comes to their own areas of expertise -- and INTJs can have several -- they will be able to tell you almost immediately whether or not they can help you, and if so, how. INTJs know what they know, and perhaps still more importantly, they know what they don't know" (Heiss 2009). I love to learn, and am more than willing to admit when I am wrong -- an important trait in a leader -- just as much as I am willing to advance my position when I believe I am right.

This flexibility of approach...

In situational theories of leadership (Blanchard & Hersey 1999), there is no one correct method of leadership, rather it depends upon the nature of the situation, the nature of the task and environment and one's relationship with the subordinate. A leader may find him or herself directing others, for example, when the needs of the situation are clear and quick action is required (such as during a financial crisis); coaching others to help them meet certain standards while still soliciting subordinate input (such as when creating new ethical standards for the company); supporting subordinates during day-to-day decisions while facilitating and leading the decision-making process; and finally knowing when to delegate tasks to employers.
Being a leader, I believe, is to know 'what works' for a particular situation, and a particular individual. It is not to have a single philosophy applied to all situations, but to adapt one's self to the needs of the external world. These are the principles that I apply to my own work and my own work environment at present. I have been blessed to have found a profession, industry, and company that I love and my only wish is to continue to do what I love, only to have more authority to inspire others and to be able to refine the principles and processes of the organization.

References

Blanchard, Ken & Paul Hershey. (1999). Situational leadership. Summary and excerpt retrieved from Famous Leadership Theories on February 21, 2010 at http://www.chimaeraconsulting.com/sitleader.htm

Heiss, Martina Margaret. (2009, October 17). Introverted, Intuitive. Thinking, Judging. Profile:

INTJ. Revision: 3.1. Type Logic. Retrieved February 21, 2010 at http://typelogic.com/intj.html

Straker, David. (2010). Transformational leadership. Changing Minds.

Retrieved February 21, 2010 at http://changingminds.org/disciplines/leadership/styles/transformational_leadership.htm