Psychology of Personality: Role Models - 580 Words | Essay Example (2025)

Introduction

A role model is someone other people look up to for guidance in developing and adopting appropriate behavior. The behavior of such individuals tends to inspire others, especially young people, to emulate the same (Ahn et al., 2020). Perhaps the way someone gives feedback and interacts with others might be inspiring for others to try and adopt such a character as their own. While I have several role models both at a personal and professional level, I find my CEO to be the most inspiring.

Description of My Role Model at Work

My role model at my workplace is the chief executive officer (CEO) of the organization. When I started working for this organization, the CEO was the first person I interacted with. He helped me relax by joking that I reminded him of his first day at work – that he was nervous and shy. I must admit that the one aspect of his behavior that inspires me the most lies in his ability to lead by example (Hattke & Hattke, 2019). Besides exemplifying professionalism, he exhibits a high level of confidence and passion towards others and the organization as a whole.

How the Person Inspires Me

For the period I have worked for this organization, the CEO’s leadership style has really helped me grow professionally. The fact that he takes one day out of his busy schedule to interact with employees in an informal way is what inspired me to the point of emulation. Besides this, he is hardworking, and respectful and shows a commitment to the community. For instance, the CEO has been at the forefront when it comes to working and forging long-term relationships with certain community groups. It is through these kinds of relationships that he is able to understand the specific issues affecting the community members.

Scenario Where the CEO Changed the Organization Positively

While there are many instances where the CEO has helped bring positive change to the organization, the one instance that set him apart was when he took accountability for his actions. This came after several customers had complained of delays in service delivery. The CEO took the bold move of engaging with individual customers on social media and, in the process, helped manage their expectations. Besides this, he held face-to-face discussions with the rest of the employees with the aim of establishing the root cause of the problem (Battiston et al., 2019). I must admit that the organization is in a better place because of the CEO he managed to not only build trust but also boost morale in the workplace setting.

Changing Personal Behavior

I must admit that the CEO’s style of leadership, combined with the way he interacts with employees at a personal level, is what inspired me to change my personal behavior. However, achieving this required that I start presenting a positive attitude, building trust, and, at the same time, offering support and encouragement to others. I believe a change in behavior will help improve my chances of becoming an effective leader in the future,

Conclusion

It is clear from the above discussion that a role model is someone other people look up to for guidance in developing and adopting appropriate behavior. Another important lesson learned from the research is that role models, specifically those in the workplace, should be people capable of leading by example and being accountable for their actions. Lastly, role models can help an individual become a better person in the future.

References

Ahn, J. N., Hu, D., & Vega, M. (2020). “Do as I do, not as I say”: Using social learning theory to unpack the impact of role models on students’ outcomes in education. Social and Personality Psychology Compass, 14(2), 125-217. Web.

Battiston, D., Blanes i Vidal, J., & Kirchmaier, T. (2021). Face-to-face communication in organizations. The Review of Economic Studies, 88(2), 574-609. Web.

Hattke, F., & Hattke, J. (2019). Lead by example? The dissemination of ethical values through authentic leader inspiration. International Journal of Public Leadership, 15(4), 224-237. Web.

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