Self-Assessment for Development as Manager

Topics: Organizational studies and human resource management, Organizational studies, Culture Pages: 12 (3320 words) Published: July 25, 2011
Self-assessment for development as manager

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Self-Assessment for development as Manager

Self-assessment for development as manager

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INTRODUCTION
It is necessary for individuals to view themselves from the outside in occasionally in order to gain a different perspective and improve their self-evaluation ability. Furthermore, continual self-assessments enable leaders to understand their strengths and weaknesses so that they may improve on their leadership success (Banutu-Gomez and Rohrer 2011).

This paper explores the effectiveness of self-assessment exercises as a tool to increase my self-awareness on the complexities associated with leadership. In order to ascertain if I have the necessary values to be an effective leader, 19 selfassessment exercises from the McGraw-Hill website (McShane, Travaglione, and Olekalns 2010b) were completed for evaluation, 6 of which are selected for discussion in the first section.

The subsequent section examines my area of research which is cultural impact to leadership and why I consider it to be one of the most important organisational behaviour concepts that all future leaders should be perceptive of in today’s evermore multi-cultural society. I then examine the effectiveness and limitations of self-assessment exercises by linking it to my own insights and what I’ve learnt from the research. Finally, a brief conclusion is made on the suitability of selfassessment exercises to my personal and professional development.

SELF-ASSESSMENT
I selected the need-strength questionnaire and reaffirmed myself as a person with a high level of need for achievement. I have been taught to engage in self leadership at a young age by evaluating my needs to set personal goals and visualising the steps to accomplish it.

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One of my lifetime personal goals is to develop my awareness and openness to different national and organisational cultures by participating in many social and corporate events. I believe that to be an effective leader, you need to understand your followers in order to be appreciated and respected by them. I was surprised to find out in the same test that my score on the need for social approval was below average, that my need for affiliation was poor.

The other individual assessment that interested me was the equity preference test. I found out that I am in the extreme end of the “benevolent” group, scoring 79 out of 1-80 range. I came to understand that this can have a negative impact to the organisation. If a leader is too tolerant in situations where they are under rewarded, this would generate negative emotions from followers as they will inherently be forced to accept under-rewarded inequity as the prevailing organisational culture. I recall hearing regular remarks by my boss to stop my habits of working till late at night and during holidays. Although I am fine working overtime without compensation, I realised that some of my colleagues reacted negatively when they are pressured to follow suit.

I often work in teams and found that the success of a project is dependent on the level of collaboration between its members. To measure my proficiency and inclination for team work, I completed the team work preference and active listening self-assessment exercises. According to the results, I do have a strong preference for team work. However, my accumulated scores in the active listening exercise are below average.

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I was not surprised to find out that I am quick to form judgement and instinctively respond to the speaker without hesitant. I learnt that even if I showed interest, I may not have evaluated the conversation issue accurately by forming hasty opinions. This may also affect my team member’s confidence to bring up a sensitive subject with me as a result of my frequent premature interruptions.

Being a consulting engineer, I am often seconded...

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