Intrapersonal: Self-esteem and Self Efficacy

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Bandura, A(1977) Self Efficacy: Toward unifying theory of behavior change.
(1997) “ “ The exercise of control.

Interpersonal and Intrapersonal Relationships
In the Team Environment
Carl R. Foster
University of Phoenix

Interpersonal and Intrapersonal Relationships in a Team Environment

The examination of interpersonal and intrapersonal relationships requires us to look at things such as body language, dialogue, and culture. Within these expressions are inclusion, affection, control, and fear. Do these expressions of efficacy have a direct bearing on the success or failure for which the individual and team are mutually accountable? Are interpersonal and intrapersonal relationships static entities, or are they constantly evolving and changing? Gardner’s definition of interpersonal relationships is understanding others. The way people feel about relationships will be influenced by the rewards of the relationship as well as what they may receive. People are at different levels with regards to our interactivity. Interpersonal relationships are not static entities. They are constantly changing, evolving. They are also manifested in our body language, dialogue and culture. Culture and environment sometimes forms how people construct their world and the relationships in it. Body Language

All types of books have been written with respect to this subject. One book that has been written is Dress for Success. This book holds true, for the way people look and appear has a direct effect on the way people are treated initially. Cultural influences and moral expressions are all included in how people appear to other people. The way people stand, crossing our arms, the way people position themselves while sitting, all these things and more are images of our attitude and the interpersonal language being presented to ourselves and to our team. Dialogue

Body language, auditory, visual, and kinesthetic learning are all apart of communication and dialogue in interpersonal and intrapersonal relationships. Senge Et. Al. (1994.P3) noted that dialogue was essential because “it gradually builds a subtle awareness of collected thought that profoundly transforms our experience of what is possible in genuine conversation.” In other words, it broadens the individual thinking into team environments of learning and thinking together (a common purpose). Our first class worked on Personal Profiling and Multiple Pathways to Learning (1) as one of the steps to dialogue in team building and processing. Culture

Where we live, how we live (our values), and our economic environment are all keys to self efficacy and all play apart in the contribution to the team environment. Bandura (1977. P3) indicates that “self efficacy is a belief within an individual about onesself.” People will ascend only up to the level of the people they associate with unless they learn to transcend. Those that chose to break the ties that bind have achieved a degree of self efficacy. Because of culture, if people truly believe they have no power over their environment or economic condition to produce results, then they will make no attempt to make things happen. Bandura (1997. P3) William Shutz has identified three needs as we engage in interpersonal communications and relationships. The first is Inclusion- is the need to establish identity with others. The second is Control- the need to exercise leadership and prove one’s abilities. Teams or groups provide outlets for this need. Some individuals do not want to be leaders. For them, groups provide the necessary control over aspects of their lives. The third is Affection- the need to develop relationships. Groups or teams are an excellent way to establish relationships. Inclusion

Most everyone has a need to be included in a group, team or congregation. How much inclusion by the individual in the team...
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