Personal Assessment and Career Development

Topics: Management, Power, Value Pages: 8 (1436 words) Published: October 30, 2009
Term Project

Personal Assessment and Career Development

Michael Jennings

PSYC305: Motivation and Leadership

Instructor: Russell Winterbotham

April 22, 2009

Self Awareness: Values

Values are basic convictions of what is right, good, or desirable. The values that are most central and critical to how I approach work would include self-respect and security as my terminal values. For instrumental values, I rate truthfulness and dependability very highly. I base this value structure in terms of my career aspirations. Specifically, to the degree that I think my values align with those of successful people in the field to which I aspire. And the conflicts, if any, that I see between my values and the values espoused by people in the field which I aspire to work.

Motivation Insights

A persisting, positive state of motivation and fulfillment can be measured through growth from work engagement. I consider myself to be engaged and willing to devote considerable time to my work, dedicated and persist in the face of obstacles, inspired by and proud of my work, and immersed and absorbed while performing my work.

My attitude toward achievement is emphasized on the display of conspicuous success. I’m on middle ground when it comes to favoring successful people fall. Also, when favoring the reward of the successful I have the same viewpoint. Although Australians value achievement, they are ambivalent about its public expression. They tend to enjoy seeing the conspicuously successful fall from grace.

Self-efficacy is my belief that I’m capable of successfully performing a task. I would rate my level of self-efficacy to be strong. I tend to be confident when facing new tasks or challenges and likely to try hard to master the challenge.


There are two types of leadership styles: task-orientation and people-orientation. Task-orientation is concerned with getting the job done, while people-orientation focuses on group interactions and the needs of individuals. I believe that I have the ability to balance my task/people orientation to various situations. If you’re too task-oriented, you tend to be autocratic. You get the job done, but at a high emotional cost. If you’re too people-oriented, your leadership style may be overly laissez-faire. People are likely to be happy in their work but sometimes at the expense of productivity.

Based on my score on the assessment, I’m more likely to choose majors such as sales promotion, business finance, and advertising. Because I had a high score I’m more likely to have trouble trusting others, working on teams, or acting as an empowering leader. Actually, I’ve had personal experience working on teams where I find the trust factor was pretty low because of poor contributions from team members. On the other hand, people perceive me as trustworthy. I credit that to my ability to being open, speaking my feelings, giving generous credit to others, telling the truth, showing fairness and consistency, following through on promises and commitments, and maintaining confidences.

I prefer to use the expert or legitimate bases of power. Expert power is based on possessing knowledge or skill. Legitimate power is based on formal position. Managerial positions come with legitimate power. However, you don’t have to be a manager to have power. If you’re not in a position of formal authority, you can still be a powerful person in your organization if you focus on developing your expert power base.

Most of us are concerned with the image others have of us. Impression management is the process by which people attempt to control the impression others form of them. I basically use the technique of exemplification- the extent to which I engage in self-sacrifice or go above and beyond the call of duty in order to be viewed as dedicated by others.

Career Goals

There are seven primary dimensions of an...

Bibliography: Page
M. Rokeach, The Nature of Human Values (New York: Free Press, 1973).
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N.T. Feather, “Attitudes Toward the High Achiever : The Fall of the Tall Poppy,” Australian Journal of Psychology, Vol. 41, 1989, pp. 239-67.
M. Sherer, J.E. Maddux, B. Mercandante, S. Prentice- Dunn, B. Jacobs, and R.W. Rogers, “ The Self-Efficacy Scale : Construction and Validation,” Psychological Reports, vol. 51, 1982, pp. 663-71.
J.W. Pfeiffer and J.E. Jones, A Handbook of Structural Experiences for Human Relations Training, Vol.1 (Revised) San Diego, CA: University Associates Press, 1974.
T.R. Hinken and C.A. Schriesheim, “Development and Application of New Scales to Measure the French and Raven (1959) Bases of Social Power,” Journal of Applied Psychology, August 1989, pp.561-67
S.P. Robbins, Organizational Behavior, 8th edition (Upper Saddle River, NJ: Prentice Hall, 1998) p. 617
G.M. Spreitzer, M.W. McCall Jr., and J.D. Mahoney, “Early Identification of International Executive Potential,” Journal of Applied Psychology, February 1997, pp.6-29
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