Essay on Self-Assessment for Development as Manager

3334 Words Aug 8th, 2011 14 Pages
Self-assessment for development as manager

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Self-Assessment for development as Manager

Self-assessment for development as manager

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INTRODUCTION
It is necessary for individuals to view themselves from the outside in occasionally in order to gain a different perspective and improve their self-evaluation ability. Furthermore, continual self-assessments enable leaders to understand their strengths and weaknesses so that they may improve on their leadership success (Banutu-Gomez and Rohrer 2011).

This paper explores the effectiveness of self-assessment exercises as a tool to increase my self-awareness on the complexities associated with leadership. In order to ascertain if I have the necessary values to be an effective
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Servant leadership requires leaders to fulfil the needs of their followers and include them in the decision making process in order to motivate them and overcome modern organizational challenges. Savage-Austin and Honeycutt (2011) further asserted that it is important especially in today’s economy for leaders to look after the follower’s best interest as a loss of confidence in leadership will result in their loss of faith in the organisation which will initiate their desire to leave due to insecurity. This coincides with the findings by (Jones et al. 2011) where today’s leaders need to identify Generation-Y’s core values, expectations and motivation to work so that they may increase the organisational performance and effectiveness.

One of the major components of organizational context that affects team leadership behaviour and efficacy is team culture (Porter and McLaughlin 2006; Kwantes and Boglarsky 2007). Whilst there are many definitions of culture and alternative views of what culture truly is within an organisation (Detert, Schroeder, and Mauriel 2000; Visagie and Linde 2011), this paper accepts organisational culture to be a set of beliefs, values, and assumptions that have influence on the behavioural outcomes of the organisational members (Schein 1985).

(Gregory et al. 2009) provides empirical evidence that there is a relationship between

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