Assessing and developing yourself as a manager

Topics: Leadership, Organizational studies, Culture Pages: 6 (3026 words) Published: October 30, 2014

Curtin University
Graduate Certificate in Project Management

Student Name: Andrezza Fulfaro Ferreira
Student Number: 17104096

Due day: 14 October 2013
Word Count: 2,712 (excluding appendices)
Table of Contents
Cover page 1
Table of Contents2
Introduction 3
Self-assessment tasks3
Overview of relevant literature5
4.0 Applications and limitations7
5.0 Conclusions8
6.0 References9
7.0 Appendices – Self-assessments completed and results10
1.0 Introduction
For ten years I worked in a collectivism culture driven by high power distance, charismatic and team oriented leadership where managers had the ability to expect high performance outcomes, motivate and build effective teams for common purposes, and employees had low engagement in making decisions. I moved overseas and over the past five years I have been working in an individualistic culture driven by autonomous leadership, low power distance and encouragement of more open discussions to solve problems. Consequently, because of the variances between my past and current cultural experiences, in part one I chose self-assessments to analyse what I have to keep, improve or change by adjusting myself into this current culture. In part two, I examined literature that explores cross-cultural organisational behaviour and leadership, collectivism and individualistic cultures. In part three, I essentially analysed the self-assessment tools to achieve better results at my work and to understand its limitations. A succinct conclusion to my work is provided in the end. 2.0 Self-assessment tasks

Self-assessments chosen and why
I selected four self-assessments based on cross-cultural leadership challenges that have arisen in the last three years since I started to work as an office manager in a culturally diverse environment. Furthermore, to be more successful in my current business and personal life, these evaluations will assist me to understand my personality and strengths, and to address and improve my weaknesses. The initial self-assessment was from Sugerman, Scullard and Wilhelm (2011), it uses the third-generation DISC (dominance, influence, steadiness and conscientiousness) assessment tool to help people to develop their personal leadership experiences. I opted for this as I intend to comprehend the leadership style that I presently have. The other three following self-assessments were from McShane (2006). Firstly, I took the Leadership assessment to understand if I had appropriate leadership characteristics as this is an important requirement in my current role. The test measured my personal stability, productivity, self-management, boundary settings, communication and quality of work. Secondly, the Emotional Intelligence (EI) self-assessment was chosen to comprehend how my and others’ emotions operate in a work environment where people have different cultural backgrounds. The EI was evaluated through the following five individual capacities: self-awareness, self-management, self-motivation, empathy and social skills. Finally, I chose the Corporate Culture test as it is relevant to understand the corporate cultures that tend to suit my personality. The assessment tested four corporate groups: control, performance, relationship and responsive cultures. Results

The final results showed that I am a pioneering leader, I have excellent leadership skills (77%), I am performing the majority of EI behaviors (83%) and that my work preferences and values are consistent with relationship and responsive cultures. The results from McShane (2006) Emotional Intelligence and Leadership Skills self-assessments were developed by comparing the difference between the best ranking available and my ranking, and from the Corporate Culture test were produced by finding out where my rankings were associated with control, performance, relationship and responsive...

References: Bennis, Warren. 2007. “The Challenges of Leadership in the Modern World: Introduction to the special issue.” American Psychological Association 62(1): 2–5. doi: 10.1037/0003-066X.62.1.2
Buchanan, David A
Jogulu, Uma D. 2010. “Culturally-linked leadership styles.” Leadership & Organization Development Journal 31 (8): 705-719. doi: 10.1108/01437731011094766 #sthash.tA7oSvk3.dpuf
Lok, Peter and John Crawford
McShane, Steven L. 2006. Canadian Organizational Behaviour. 6th ed. University of Western Australia: Mc Graw-Hills:
Testa, Mark R. 2009. “National culture, leadership and citizenship: Implications for cross-cultural management.” International Journal of Hospitality Management 28: 78–85. doi:10.1016/j.ijhm.2008.04.002
Zander, Lena, and Christina L
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