Individual Analysis: Assessing and Developing Yourself as a Manager

3153 Words Nov 24th, 2012 13 Pages
Organisational Behaviour 550
Assessment 2: Individual Analysis:
Assessing and developing yourself as a manager

1.0 Introduction
Self-assessment can be described as the means of examining oneself, the team or organisation that they working in, against certain aspects that are significant to one's personality, team or work structure. Self-Assessment tools can be a very useful way to test personal, management and organisational abilities, performance and goals. They can be used as guidance to assist in implementing change or in the development of a team or an organisation, or even to help a manager grow and improve as a leader. However, there are several disadvantages which together with the advantages will
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My score in this assessment shows that the organisation that I work in is moderately ready to change. I am somewhat surprised at this as I feel that they actually have a low readiness for change due to the fact that they are very successful, and profitable, at what they do, and probably feel that they do not need to change their organisational structure.

3.0 Overview of Literature
Motivational leadership can be defined as the skill to inspire and is one of the most important areas of being a successful leader (Bass 1998, quoted in Vidic and Burton 2011, 281). The conventional style of leadership has a single leader as the pivotal role making the final decision. This provides a focus: delivering aims, characteristics and motivation (Solansky 2008, 339). One method of motivation in the context of conventional leadership is through remuneration and holds crucial leaders responsible for success or failure (Gandossy and Guarnieri 2008, 67). The conventional style of leadership has some drawbacks in relation to motivation. According to a study by Carroll, Parker and Inkson (2010, 1032), leaders have expressed the problem of being bored during discussions with their colleagues contributing to a low job satisfaction. Additionally, Takala (2010, 60) argues that leaders are reluctant to relinquish power and responsibility, even when

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