This paper examines the value of self-evaluation and self-assessment for organizational leaders. It introduces common assessment tools — including the DISC personality model and the Myers-Briggs Type Indicator — and explains how awareness of one's own personality traits enables more effective management of diverse teams and customers. The paper also addresses the acknowledged limitations of self-assessment, particularly the well-documented human tendency toward overconfidence, and argues that these tools remain valuable when used alongside other evaluation methods. Finally, it connects self-assessment to goal-setting, career development, and cross-cultural competence in an increasingly globalized workplace.
"Know thyself." This principle is not only a vital cornerstone of philosophy and psychology — it is equally important in the world of commerce. Without self-knowledge, a business leader is unable to effectively lead others, particularly persons of different personality types or who come from different cultural worldviews. Without engaging in self-assessment, managers cannot understand the needs of subordinates or superiors, customers, or unexpected situational requirements. Self-assessments and self-evaluations, when properly conducted, "can lead to the development of a strategic organizational plan with clearly defined short-term and long-term goals, measurable objectives, identified fiscal and personnel resources, and enhanced consumer and community partnerships" (Self-assessments, 2013, NCCC).
To better understand the need for self-assessments, it is helpful to examine a common self-assessment tool. The DISC self-assessment classifies workers according to four basic personality types. Based upon a series of questions, it determines whether a worker is a dominant, influential, steady, or conscientious-style employee (DISC, 2013, Changing Minds). Dominant leaders thrive in environments where they can direct others and are driven by a need for personal esteem. Influential personalities, in contrast, are "people persons" focused upon interpersonal needs rather than tasks, and are primarily driven by the desire to please others rather than to achieve results-oriented goals. Steady types are likewise person-focused, but in a more introverted manner — they are peacekeepers by nature, dislike telling others what to do, and prefer not to rock the boat. Finally, conscientious types are highly task-oriented but not focused on self-aggrandizement; instead, they are primarily interested in logic and in pursuing the most intelligent and reasonable course to achieve a goal (DISC, 2013, Changing Minds).
It is relatively easy to identify these basic personality types in the workplace, although no one is a pure type and everyone manifests different character traits to some degree depending on context. However, a leader's dominant trait will inevitably influence his or her interpersonal style. For example, an influential type might use coaching techniques and encourage workers to "please" the leader, because that strategy is highly effective for someone of that personality. However, this approach does not work equally well for all employees: a conscientious type would not be motivated by appeals to people-pleasing without a clear explanation of why a particular action is required by the task at hand.
Without an acute awareness of what motivates oneself, it is impossible to understand what motivates others or to appreciate the differences between oneself and others. Being motivated primarily by a need for affiliation is not inherently problematic, but when leading people of a different mindset, a leader cannot assume that others share the same motivations. This problem often arises when two departments within the same company must collaborate. Someone from human resources with a highly influential style may struggle with the more competitive attitudes of a sales team member, or may unintentionally alienate an IT colleague who is highly conscientious and cares little about the interpersonal dimensions of the organization.
The DISC personality survey is, of course, only one form of personality typology among many. Another widely used method is the Myers-Briggs Type Indicator (MBTI), which is based upon Jungian typology. According to the Myers-Briggs framework, individuals can be assessed along four key dimensions: introversion versus extroversion, thinking versus feeling, sensing versus intuiting, and judging versus perceiving. Taking such an inventory can provide a clearer picture of one's personal orientation as an employee, including one's strengths and weaknesses, as well as those of others. "Much information about effective working style can be gleaned from the MBTI — an intuitive type has clearest visions of what is around the bend... extroverts develop their ideas through discussion" (Miles, 2013). In contrast, introverts are mainly energized by time spent alone and by opportunities for self-reflection. An extrovert who is aware of this tendency is better able to understand an introverted colleague who is not similarly driven by team meetings and who requires some quiet downtime to be productive.
Once again, self-assessment helps the leader understand both themselves and employees with different personality types. Understanding customers is also facilitated by such self-assessments. Many companies must construct an ideal market profile for the target demographics of a new product. It is important not to assume that what motivates someone of a different worldview, gender, age, occupation, or lifestyle is the same as what motivates oneself.
"Using self-reflection to guide career planning"
"Accuracy problems and overconfidence bias risks"
"High-context vs. low-context cultural awareness"
Self-assessments. 2013. National Center for Cultural Competence. Available: [7 Oct 2013]
Wilson, B. 2013. Chapter 1 lecture: High-context and low-context culture styles. Available: [7 Oct 2013]
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