The Role of Self-Assessment in Organization

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Table of Contents

Introduction
Personal characteristics and assessment results
Summary of assessment
How attributes reflect relationships and career choice
References

Introduction

Self-awareness is an important aspect with regard to individual performance within organizations. Organizational performance depends on ability to understand weak and strong areas that manifest within the workplace (Short & Palmer, 2003). This enables pursuit of desirable traits that facilitate growth and fulfilment with regard to operations within organizations. On the other hand, self-awareness enables people to desist from behaviour patterns that impede performance and positive action. Organizational leaders should popularize application of self-development tools that bolster the ability to demystify and entrench positive character traits (Short & Palmer, 2003).

Personal characteristics and assessment results

Self-assessment creates impetus for positive action within organizations. This is a vital prerequisite for success in all undertakings that suffice with regard to corporate settings. Most models of self appraisal highlight pertinent aspects of personality and orientation. They revolve around determination of diverse thresholds of human engagement in contemporary society (White & Lehman, 2005). It is important for individuals to hone positive attributes that accentuate their ability to interact with colleagues within the workplace.

Persuasive individuals are likely to possess attributes that enable the realization of individual and collective aspirations in organizational contexts (White & Lehman, 2005). Such attributes enhance negotiation and analytical capabilities among employees. It is also important for organizational leaders to have control over their organizational jurisdiction. Control is a vital aspect in leadership because it bolsters individual ability to identify and act on contentious issues within the workplace. Leaders who relate well with people have an upper hand with regard to actualization of collective ideals and aspirations (White & Lehman, 2005).

Although it is necessary for leaders to hone their ability to relate with people, they should focus on relevant areas of interest. They should strive to acquire and amplify appropriate learning styles. Learning offers room for individual and collective betterment in organizations. Numerous learning styles suffice with regard to organizations. Some leaders are comfortable with visual learning while others prefer print learning (White & Lehman, 2005). It is important for individuals to identify the most suitable learning style. Pursuit of appropriate learning style creates room for acquisition and retention of ideas.

Devoid of such efforts, it would be difficult for leaders to maximize on gains that emanate from such undertakings (White & Lehman, 2005). Other learning styles include auditory learning, olfactory learning, kinesthetic learning, haptic learning, and interactive learning. All the above learning styles are indicative of diverse abilities and characteristics that manifest among individuals in diverse thresholds of organizational engagement. Leaders should strive to understand personal attributes in order to maximize on personal and professional development (White & Lehman, 2005).

Summary of assessment

The first section of the assessment sought to determine overall compliance regarding orientation as a manager in the 21^st century. The appraisal revolved around ideals that determine appropriate conduct for managers in the 21^st century. Such managers should embody fundamental awareness regarding leadership and organizational stewardship. They should also strive to foster personal development (White & Lehman, 2005).

By scoring a 6, it means that I have strong qualities that enhance my leadership ability in the 21^st century. The second assessment prompt sought to assess my leadership style. This section highlights transactional and transformational leadership. It focuses on the transformational nature of leadership in the 21^st century. Under this leadership premise, the leader focuses on empowering others in order to guarantee positive outcomes (Wilson & Ross, 2000). By scoring 24 and 26, it shows that I have a strong inclination with regard to leadership in the 21^st century. The third section highlights intuitive abilities in leadership. This comprises ability to recognize important areas of interest in organizations. Intuitive leaders strive to identify areas that influence interaction and performance within organizational settings.

By scoring a 3, it shows that my intuitive ability does not satisfy acceptable standards in contemporary organizational leadership (Wilson & Ross, 2000). The next assessment sought to underscore appropriate conflict management strategies. On the yielding tendency, I scored a 14. This is indicative of managerial discrepancies that require improvement. By scoring 17 in forcing and avoiding strategy, it means that my skills in this area are commensurate with acceptable standards. The score in compromising tendency does not reflect acceptable levels in contemporary settings (Wilson & Ross, 2000).

A good leader should have the ability to balance pertinent attributes. The score in problem solving tendency indicates ability to identify and resolve issues that suffice within organizations. However, there is need for improvement on such areas because they contribute success in organizations. Time management profile and organizational design profile are strong areas of competence for me. By scoring 10 and 47 respectively, it shows that both aspects contribute to my leadership style. The above assessment indicates an inclination towards appropriate cultural considerations with regard to organizational leadership (Wilson & Ross, 2000).

How attributes reflect relationships and career choice

The outcomes of the assessment are indicative of diverse realities that highlight my leadership style. They reflect my relationship with all individuals who perform various duties within organizational settings. They indicate my ability to tolerate and interact with all individuals within organizations (Wilson & Ross, 2000). The outcomes indicate my ability to solve problems that arise at the workplace. Good managers should hone skills that improve their willingness to empower individuals in order to guarantee success. My career choice is appropriate because I possess attributes that accentuate realization of recurrent organizational ideals and aspirations.

References

Short, J. C., & Palmer, T. B. 2003. Organizational Performance Referents: An Empirical

Examination of their Content and Influences. Organizational Behavior and Human Decision Processes, 90(12), 209-224.

White, K., & Lehman, D. R. (2005). Culture and Social Comparison Seeking: The Role of Self-Motives. Personality and Social Psychology Bulletin, 31(8), 232-242.

Wilson, A. E., & Ross, M. (2000). The Frequency of Temporal-Self and Social Comparisons.

In People’s Personal Appraisals. Journal of Personality and Social Psychology, 78(6), 928 -942.

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