ROBERT KENNEDY COLLEGE IN PARTNERSHIP WITH THE UNIVERSITY OF CUMBRIA
CLASS #1419 - MNGT7901 - ORGANISATIONAL BEHAVIOUR
Question No. 1:
Understanding Human Behaviour is critical to organizations - discuss the benefits of self-evaluation/self-assessment as it relates to leaders today. Question No. 1:
Prejudice can be hurtful and destructive - discuss how you can personally reduce prejudice in your workplace - please provide an example.
Question 1: Understanding Human Behaviour is critical to organizations - discuss the benefits of self-evaluation/self-assessment as it relates to leaders today.
Robbins and Judge (2013) have described Leadership as “The ability to influence a group toward the achievement of a vision or a set of goals. In order to achieve their goals, leaders need to take time for self-assessment or self-evaluation. These are very important virtues of a good leader. Self-evaluation refers to a leader’s ability to take time to examine themselves and know what they are good at and also at the same time, acknowledge what they still have to learn. This paper discusses the benefits of self-evaluation in leadership and how this process can benefit an organisation.
One of the ways a leader can undertake self-evaluation is through personality tests. There are a lot of tests that can help a leader do self-evaluation. In his article, Tjan (2012:1) suggests that some of the tests that have gained popularity are tests like Myers-Briggs, Predictive Index, and Strengths Finder. These tests, he contends, are not really predictors or perfect measures, but they facilitate self-reflection, which leads to better self-awareness. Self-evaluation enables a leader to identify their strengths and weaknesses and helps them understand why they make certain decisions and also their attitudes.
A leader can also gain insight of himself through soliciting feedback from colleagues and subordinates. The use of a 360 multirater assessment to get feedback about one’s performance and behaviour from peers and superiors (Musselwhite: 2007). In this kind of feedback, the respondents give anonymous feedback on all aspects of one’s behaviour; because this is anonymous, the respondents are likely to give honest feedback. This is very helpful as the information collected can then be used to show one’s strengths and the areas of weaknesses that need to be worked on. From the feedback, a plan will be made on how a leader can improve themselves.
The Reflected Best Self (RBS) exercise, is another method a leader can use to discover their personal best (Roberts et al: 2005). It helps one develop a plan for more effective action. The method mainly relies on identifying the positive traits in an individual. It enables managers to develop a sense of ‘personal best’. This method centres on the premise that, people respond better to praise than to criticism. The scholars believe that this exercise can help reveal a person’s hidden potential, thereby pointing out the areas that a leader could concentrate on in order to contribute positively to the organization. The exercise is a four step process that needs to be followed in order to bring out hidden traits. Begin with identifying respondents and requesting feedback, based on the responses, you recognize common patterns in the responses, then develop a self-portrait based on the findings and redesigning the job description to match one’s strengths. This process will help a leader understand their strengths and concentrate on them. Doing what one is good at is motivating because it is not boring.
Self-evaluation and the effectiveness of the methods require honesty and openness to criticism of a leader. A leader needs a lot of Emotional Intelligence (EQ). This theory was introduced by Daniel Golman. He describes EQ as one’s ability to manage their emotions (Goleman: 1995). Goleman refers to “emotional Hijackings” that result in an individual losing...
Bibliography: Chris Musselwhite. 2007. Self-Awareness and the Effective Leader. [ONLINE] Available at: http://www.inc.com. [Accessed 08 October 14].
Anthony K. Tjan. 2012. How Leaders Become Self-Aware. [ONLINE] Available at: http://blogs.hbr.org. [Accessed 08 October 14].
Clawson J.G, Leadership and Intelligence (2001): Charlottesville, Darden Business Publishing.
Roberts, L.M., Spreitzer, G., Dutton, J., Quinn, R., Heaphy, E. and Barker, B. (2005), How to Play to your Strengths: Massachusetts, Havard Business Publishing.
Thomas, A.D., and Ely, R.J., Making Differences Matter (1996): Massachusetts, Havard Business Publishing.
Davidson M, The Path to Leveraging Difference: Seeing, Understanding and Valuing Difference (2003): Charlottesville, Darden Business Publishing.
Clawson J.G., A leader’s Guide to Why People Behave the Way They Do (2001): Charlottesville, Darden Business Publishing.
Clawson J.G., and Smith B. (1990): Prejudice in Organisations, Charlottesville, Darden Business Publishing
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