Evaluating Self Awareness

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Table of Contents

Introduction
Emotional Intelligence Assessment
Defining Issues Test
The learning style inventory
Locus of control inventory
Tolerance of ambiguity scale
Core self-evaluation scale
Opportunities for growth
References

Introduction

Considering the modern environment of management characterized by tight schedules, people hardly get ample time to reflect on their perceived personalities, weaknesses, self-drives, individual values and habits and or strengths.

Though people present it with personal feedback from the subjects they manage, they do not always open up chapters of self-evaluation perhaps due the fact that honest feedbacks have little ability if any to cause a flatter (David, 2007, p.34).

As a result, only few people adopt steps geared towards creation of the spirit of self-awareness. Evaluating Self-Awareness will be conducted in this paper based on the results of the entire Self-Awareness Assessment in chapter one of Developing Management Skills.

Emotional Intelligence Assessment

Comparing the sum of the scores garnered in all the elements with results of typical standard emotional assessment test gives an indication of the measure of the degree of emotional intelligence. Upon conducting person evaluation based on the procedures established by David (2007, p.56) in chapter one of Developing Management Skills, I realized that my score was much far below the mean indicating that I ardently need to work on my emotional control, self-emotional diagnosis and emotional response.

Defining Issues Test

Defining issues test refers a tool used to force moral schemas into action and later assessing them based on importance of the judgments. The approach followed entangles reading a given moral dilemma and then ranking and rating the various statements on the moral dilemma according the order of moral importance.

The escaped prisoner, The newspaper and The doctor’s dilemma encompasses such moral dilemmas. After conducting self awareness test based on these dilemmas and following the David (2007, p.34) procedure outlined in chapter one of Developing Management Skills, I realized that in attempt to build better skills in analysis of some dilemma’s so as to make ample decisions, more effort on scrutinizing dilemmas based on moral awareness is deserved.

The learning style inventory

Learning style inventory refers to a self-awareness technique used to evaluate an individual’s learning style or rather the process of acquiring information. This helps an individual to evaluate his or her various learning alternatives but no aimed at classifying the person conducting the self-evaluation using the inventory. The results for this self-awareness test seem satisfying.

Locus of control inventory

Locus of control inventory is psychological test so designed to measure an individual’s locus of control and takes into consideration three essential elements: autonomy, external locus of control and internal locus of control. The inventory borrows from social learning theory.

Its results are normative scores in which “Persons with high scores on Internal Control and Autonomy are convinced that success in life depends on their own abilities and dedication and are sure that they can overcome adverse circumstances and solve complex problems on their own and are usually cheerful, positive, hopeful and optimistic” (David, 2007, p.30). The result of these test were ideally encouraging.

Tolerance of ambiguity scale

Tolerance of ambiguity scale is self-evaluation scale that helps to evaluate one’s capacity to tolerate the various levels of ambiguity. The test involves filling a set of questionnaires with responses: strongly disagree, slightly agree, moderately agree neither disagree nor agree, moderately agree and strongly agree (Goleman, Boyatzis & McKee, 2002, p. 71).

After reversing all the event and old number and summing up the 16 items, my score was the well above 50. This indicated high level of intolerance to ambiguity indicating that I have to work a bit harder to perceive issues as promising rather than as a threat.

Core self-evaluation scale

Core self evaluation scale is opposed to tolerance to ambiguity scale has 12 questionnaires which are responded either as strongly disagree (1), disagree (2), neutral (3), agree (4), and strongly agree (5). On reversing score of the even numbers and replacing them with odd numbers, added up the results and found the mean by dividing by 12, the score was average (3.33) and lied within the bottom quartile.

Opportunities for growth

Conducting self-awareness tests is one of the vital strategies that help to unveil personal blocks and hindrances. On discovery of whether one is below or above the anticipated levels of self awareness a program aimed at fostering growth in self awareness may be worked for.

Tzu (2010) believe that understanding deviations from self awareness, “ gives you the opportunity and freedom to change those things you would like to change about yourself and create the life you want since Without fully knowing who you are, self acceptance and change become impossible” (Para. 1). Following through the strategies of self-awareness creation (attempting to discover personal weakness), amicably aids in overcoming conceived conceptual blocks that hinder self-awareness.

Existence of a positive relationship between personal values and business ethics is crucial especially by noting that failure to conduct self-evaluation sees an individual loose a crucial opportunity, which translates, to improved ability to make judgments coupled with the much-deserved opportunities for both personal growth and professional development in business management.

The ability to tolerate ambiguity is one of the vital areas, which have greatly affected my work especially the manner I evaluate other people opinions in relation to my strong affiliations. Development in this area is vital since, as Goleman, Boyatzis, and McKee (2002) note, “Self awareness is essential first step towards maximizing management skills” (p.67). Being capable to tolerate ambiguity will definitely result to better relations between mangers and the subordinates.

References

David, A. (2007). Developing Management Skills. New Jersey: Prentice Hall, Inc.

Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal Leadership: Realizing the power of emotional intelligence. Boston: Harvard Business School Press.

Tzu, T. (2010). Knowing Others is Wisdom, Knowing Yourself Is Enlightenment. Web.

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