¶ … Self-Evaluation/Self-Assessment for Leaders
People are influenced by leaders. Leaders cannot affect people without understanding why people behave the way they do. Successful and effective leaders are, therefore, learners of human behavior. Good leader not only try to understand the personalities and psychology of their subordinates but they also consistently evaluate and assess themselves in order to be productive (Clawson 2001). Till date, no studies have produced a clear profile of an ideal leader; his authoritative styles, distinctive characteristics or personality traits. This makes it crystal clear that authentic leaders know who they are. They don't imitate or become replicas of others. On the other hand, they "demonstrate a passion for their purpose, practice their values consistently, and lead with their hearts as well as their heads" (George, Sims, McLean & Mayer 2007). All of us are endowed with the competence to motivate and empower others. However, one must devote himself/herself to grow and develop on a personal and professional level (George, Sims, McLean & Mayer 2007).
What is Self-Assessment?
Self-assessment is that process which provides an individual the opportunity to discover his/her strengths, weaknesses and aspects of personality which require improvements (Brereton 1996). An insightful assessment helps leaders to celebrate their accomplishments, weigh up their skillfulness and talents, use their strengths more competently and continue to set goals and reach milestones. A self-reflective leader not only infiltrates his/her professional life but his/her personal life as well. Through the process of self-assessment, he/she identifies the strengths and weaknesses in his/her professional practices (Wagner 2006).
The self-reflective practices enable leaders/managers to recognize the patterns of their performance and sketch out the next steps in their professional development. This enables leaders to become confident and this confident attitude consequently enables them to contemplate and amend their performance to better meet the diverse needs of the organization(s). The leaders used to of self-assessing or self-evaluating, work with more confidence and have unique visions; new directions for themselves and their organizations. They look for acquiring...
I need to acknowledge that I can only control how I react with an environment, but that I cannot control the environment itself, and I can try to ensure that my reactions are consistent across time and space. Finally, I need to make some changes to how I deal with stress in general, which may make me more resilient in my professional life. I need to learn to laugh
There are no good or bad personalities, and diversity creates strength. This is particularly true in terms of teams, where having D, I, S, and C-types working harmoniously together enables all tasks to get done by the individuals with the greatest core strengths in specific interpersonal areas. Different team members can compensate for one another's weaknesses. One problem with team-building between different types, however, is the fact that the different
Careers in the corporate sector, especially those within multinational organizations, NGOs or government agencies would be the ones most suitable for my personality and value system. Similarly, my ability to deal with change and stress make me well-suited for careers in the global business environment, in which I would be expected to travel and communicate with people from different cultural backgrounds than my own. The Gospel and Personal Reflection" offers
Leadership and Self-Assessment Organizational Behavior An Analysis of how Self-Evaluation and Self-Assessment relates to Leadership Today The modern organizational environment must keep pace with changes that are occurring at a historically unprecedented rate. Many of these changes are driven by technology and require that leaders continually learn new skills in order to stay abreast of needed skill requirements. It is often the case that a leader will have difficulty getting performance feedback from
.." Kotter specifically is noted as having stated as follows: "Leadership is different from management but not for the reason most people think. Leadership isn't' mystical and mysterious. It has nothing to do with having charisma or other exotic personality traits. It's not leadership necessarily better than management or a replacement for it: rather leadership and management are two distinctive and complementary activities. Both are necessary for success..." (Kotter, 1990, p.103
Leaders and Managers as Facilitators Leaders & Managers as Facilitators Leaders Role as a Team Builder Leadership Style in Light of Fundamental Interpersonal Relations Orientation (FIRO) Strengths Weaknesses Leadership Style in Light of Myers-Briggs Type Indicator (MBTI) Strengths Weaknesses Impact of Leadership within the Cohort Role in Team Development Hindrance in Team Development Team Presentation Planning Execution Team's Strengths Team's Challenges Balance between Task and Process Different Styles of Team Members Contributor Collaborator Communicator Challenger Surprises during Facilitation Sessions Dynamics in Team Development Mission as a Leader References Introduction Facilitators are the most influential and important people in
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