Assessment Synthesis
Some of my mistrust may come from my personal timeliness, and my sense that teams can occasionally procrastinate and pull other people back. Accepting others differences is indeed difficult. (Kroeger, Thuesen & Rutledge, 2002, p. 3) I need to make the differences of others work better for both myself, and my organization. Even if I am doing a good job, I must make my internal criticism of others less judgmental. (Kroeger, Thuesen & Rutledge, 2002, p.7) Instead of just buckling down and working harder, as I have always done, I need to strive to make the work styles of others work for me, rather than against me, and combine the mutual skills of everyone at the office to realize the goal of a project.
Of course, I would like to retain my strengths as an individual. My desire to exercise leadership potential and to learn more at work could be fulfilled by seeking out greater challenges. I must learn to use my positive qualities, such as a lack of procrastination, my high level energy in the morning, and other assets, as motivational models for others. Also, hopefully, now that I know myself better, I can recognize what is going on, internally, when I cringe inside at a colleague's laid back style. (Kroeger, Thuesen & Rutledge, 2002, p.4)
This self-assessment was helpful, because I was initially inclined to view myself as far more sociable and trusting than my scores may have indicated. Outside of work, I am known as a compassionate and caring individual. But at work, because of my hard-working nature, I may be inclined to judge others as less hard working than they actually are, because they have temperamental differences. This makes me less inclined to view team-based projects in a positive fashion.
One thing I would like to work upon is my relatively low score on my novelty-seeking quotient. I am able to motivate myself in school, but I would like to motivate myself to seek out more learning opportunities in the workplace environment. I believe I have skills that could...
Self-ASSESSMENT OF EMOTIONAL INTELLIGENCE Intelligence Overall, my emotional intelligence score is 82. Scores of 80 -- 89 are considered strong, and those people with scores in that range can count their emotional intelligence as a strong upon which they should continue to build. This is interesting news for me. Emotional intelligence is an issue in education and in the professional world that has garnered increased attention in the 21st century. Gardner's theory
.." Kotter specifically is noted as having stated as follows: "Leadership is different from management but not for the reason most people think. Leadership isn't' mystical and mysterious. It has nothing to do with having charisma or other exotic personality traits. It's not leadership necessarily better than management or a replacement for it: rather leadership and management are two distinctive and complementary activities. Both are necessary for success..." (Kotter, 1990, p.103
Moreover, the strong correlation between confidence in peers and communication/problem understanding demonstrated that it is the confidence and ability of these co-workers that encourage members of self-managing teams to gather new information and knowledge, so that they may create useful decisions in relation to problem solving. Confidence in peers resulted in a negative, not positive, impact on organization and negotiation. This suggested that confidence in peers has a negative effect
" Success over pretensions equals self-esteem." Albrecht (Ibid) cites that William James (1890) formulated the "simple" equation. Self-esteem, according to some psychologists qualifies as an answer for numerous individual and societal concerns. Regarding this contention and accumulated self-esteem research, Roy Baumeister, psychologist and professor, commissioned to survey American Psychological Society literature on self-esteem, determines: "These studies show not only that self-esteem fails to accomplish what we had hoped, but also that
Multiple Regression It is hypothesized that self-efficacy, appraisal, challenge and resources will negatively predict perceived stress whilst avoidant strategies will increase levels of perceived stress. Sample Description The sample consisted of 100 participants, 27 males and 73 females. Forty percent of the participants were not students, 30 were studying as part time students and 29% were studying as full time students. Fifty-five percent of the sample was employed full time, 25% were employed
ANNUAL PERFORMANCE REVIEW INSTRUCTIONS The supervisor and employee meet at the beginning of the review period and together identify and prioritize three to five primary job responsibilities from the employee's job description. Goals, objectives, and special projects may be identified at any time throughout the review period. At the end of the review period, the employee self-evaluates his or her performance (job responsibilities, performance factors, and goals/objectives) using the rating scale, completes Part
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