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Personal Assessment of Managerial Skills

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With the increasing rate of the change in both business and economics leaders need to be more prepared to adapt and grow than ever before. With the myriad of advancements and modifications that have occurred holistically in the variety of influential sectors, there has come the need for dynamic and rounded leadership

For a leader to grow, advance, and otherwise generate levels of sufficient proficiency they must find personally assess their strengths and weaknesses and create a leadership development plan.

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Interpersonal skill refers to the manager’s capability of working efficiently in a team and of building collective effort within the group he/she heads. Interpersonal skills are mainly linked to working with individuals. Human skills are illustrated in the manner the individuals perceive (and recognize the views of) their seniors and juniors, and in the manner they behave afterward. The individuals bearing highly established interpersonal skills are aware of their personal attributes, presumptions, and perceptions regarding other persons and teams; they are capable of seeing the importance and restrictions of such attitudes. By accommodating the presence of perspectives, feelings, and attitudes which greatly vary from their own, they are skilled to understand what an individual truly means by his actions and activities. They are equally knowledgeable to communicate to an employee, in his personal situations, what they mean by their attitudes. These persons work toward generating a setting of security and confirmation whereby a junior employee feels free in expressing himself with no dread of ridicule or condemnation, through promoting him in participating in the preparation and implementation of something that directly impacts him.

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In some ways, leaders already possess these characteristics from within, but it is important to develop these characteristics through action, a vision of where the organization should go, and how to best move forward to realize this vision effectively (Kirkpatrick & Locke, 1991, p. 48). In addition, leaders must be charismatic because this characteristic is engaging, thoughtful, sometimes provocative, yet generates the interest and enthusiasm of the target audience (Antonakis, Fenley, & Liechti, 2012). Managers who exercise superior efficiency are likely to outperform their peers on many different levels, with a drive and tenacity that is unlike any other and which supports their desire to succeed at all costs (Kirkpatrick & Locke, 1991, p

49). Many managers strive for success and believe that this is only realized through continuous advancement, demonstrating a relentless ambition (Kirkpatrick & Locke, 1991, p. 49). The characteristics of both leaders and managers are significant because they support individuals who are driven, enthusiastic, motivated, and committed, albeit for different reasons. Therefore, these traits must be examined closely in order to effectively respond to the demands of these professions and to support the ability to be resilient during periods of frustration and/or turmoil.

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In brief, self-assessments are important if a person wants to improve themselves in any way

You have to know where you are at before you start on a road to where you want to go. The Personal Assessment of Management Skills (PAMS) is a good way for a good manager to become better. With it, he or she is able to spot differences in how they see themselves and how others see them as well as point out strengths and weaknesses. As such, we may map out a path that will make us each better at management.

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Kelley, R.E. (1988). In praise of followers. Harvard Business Review, 66(6), 142-148.

Kirkpatrick, S.A. & Locke, E.A. (1991). Leadership: Do traits matter? Academy of Management Executive, 5(2), 48-6082(1), 74-81.

Antonakis, J., Fenley, M., & Liechti, S. (2012) Learning charisma. Harvard Business Review, 90(6), 127-130.

Kotter, J.P. (2001). What leaders really do. Harvard Business Review, 79(11), 85-96.

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