Organisational Governance And Leadership For Diagnostic Tools

Self Analysis and Reflection

Discuss about the Organisational Governance and Leadership for Diagnostic Tools.

I have measured the self-reflection purposes by using the proper diagnostic tools that have provided the insightful knowledge about self-potentiality. At the first place, I have used the Quinn Questionnaire as the former diagnostic tool that has pointed out my capabilities in different aspects. Firstly, as a director in an organisation, I have gained 100% score. It indicates that I make the clarified approaches in planning and establishing the justified targets. As a director, I am a good communicator, listener, and monitor. During any adverse scenario, I prefer to understand the explained problem and the source of such conflicts. After a precise definition of the problem, I would like to select the alternative and accordingly preach the relevant decisions to be undertaken. I would gather the employees together to formulate a team. I am quite efficient at encouraging cooperation, achieving coherence, and resolving conflicts. I am capable of applying the conflict handling techniques to resolve the emerging issues and establish a comfortable working scenario. As an efficient mentor, I am always much focused about the employee development. I am much helpful, sensitive, caring, open, and approachable with my teammates and other people in the organisation. I appreciate the efforts provided by the associated workforce and recognise their capabilities to reward them in receiving the fruitful outcome. I believe in work ethics, which are essentially needed to be maintained within an organisation. However, on the other hand, the emotional intelligence diagnostic tool is also pointing out that I am much cooperative with my co-workers.

I accumulate the ideas derived from other associates and then implement those ideas before taking any organisational decisions. It helps me in identifying the innovative business operational process. Moreover, it helps in generating the sense of reliability and motivation among the associated employees. This attribute is quite beneficial for me to enhance self-confidence. As an innovator, I am more focused on gathered ideas and implement those ideas to promote an inspiring working environment. I am an effective coordinator and encourage the associated team members to come forward and formulate a group discussion. It helps me in gathering the concerns of my colleagues and accordingly structuring the organisational functionalities. However, at the initial stage, I lacked enough self-confidence, which was the major obstacle in achieving the determined goals. There are two major incidents took place, and these events transformed my perceptions completely.

Analysing Self-Competence through Diagnostic Tools

There was an incident when I faced challenges in resolving the conflicts occurred between my team members. At the initial stage, I perceived that I should not be concerned about the small conflicts, which could have solved easily. I started ignoring the issues. However, with time, I have recognised that the conflicts were getting longer and started affecting the performance of the associates. It was quite disappointing for me that I ignored the situation due to lack of self-confidence. However, I decided to confront each of the employees and know their concerns. After listening to both the parties, I started thinking about the situations and understanding the possible solutions. In fact, I took advice from other associates as well and used my capabilities to select the relevant decision that can resolve the issues. I was quite surprised to see that this procedure worked well for me. The use of self-confidence generates the effective outcome that was quite beneficial in resolving the issues.

One more experience that I faced while dealing with one of the industrial partners, also left me in confusion. One of our business clients provided a very short schedule to complete a major project. The deadline was very short, and it was quite difficult to complete the entire project within a very short span of time. However, the client was very important for me since we receive many profitable investments from the client for the business purposes. During such situation, I started to think the possible solution of completing this task. I arranged the team meeting and addressed the scenario to the associates.  I tried to explain the situation and started identifying the potentiality of the members. I must appreciate the response that I derived from my teammates. They were ready to work for extra hours to complete this vital project. The most generous thing that struck me here is the faith that my teammates had on me. I think I could establish the sense of reliability for which they are prepared to invest their extra time to complete this project. I tried to identify the expertise of the associated employees and divided the task as per their capabilities. It was quite helpful in reducing the stress level. Moreover, when the people received the works as per their expertise, it became easier for them to complete it within the allocated time. It was quite amusing to me that I completed the entire project within the given deadline. In fact, the client was very satisfied with the outcome. The incident was quite memorable, inspiring, challenging, and effective enough for the lifetime experience.

Challenging Experiences

If I compare the outcomes derived from these two different situations with the reports extracted through the diagnostic tools, I can state that I have the appreciable capability of communicating with my teammates. I used the self-confidence level while communicating with the teammates. I learned that establishing the communicational transparency clarifies the issue more significantly. When the situation is described with proper clarifications, it becomes helpful to generate the ideas about the probable solutions. Applying this method, I started using my competency skills and accomplished my determined target. In fact, I received the expected outcomes that strengthened self-confidence level. I am quite focused on maintaining my responsibilities. I prefer to put the associated members on my priority list and pay attention to their welfare aspect. It is quite inspiring for others to fix their future goals and complete them within time.  

Self-confidence works as the influential regulators and motivators of the people’s behaviour in the regular lives (Peng, Schaubroeck & Xie 2015). It is evident that the self-confidence forms when one person is capable of presenting the self-potentiality in achieving any determined motto (Krizan, 2014). However, self-confidence is subjected more as the judgment of capabilities of a person instead of presented as the motivational perspectives (Khan & Ahmad, 2012). It is sometimes even determined as the broader conceptualisation of motivation, which helps in accomplishing the goals.  It is to be stated that motivation is generated by focusing on two most relevant aspects. The first aspect is the selection of the goals, and the second is the establishment of self-regulations (Daft, 2014). It is important to state that confidence is learned and it is not inherited. Many of the people suffer due to the lack of self-confidence that prevents them from taking the significant actions required for moving forward. Sometimes people are criticized or unappreciated. It brings the sense of inferiority to some of the extents. On the contrary, confident people have faith on self-capability, which helps them shaping their better future and prepare them to face every consequence (Seligman & Csikszentmihalyi, 2014). Therefore, it is the necessary behavioural aspect that each one needs to possess and use wisely.

Self-confidence is considered as the cornerstone of the leadership attribute (Cuddy, Kohut & Neffinger, 2013). One cannot emerge as a great leader if the person lacks self-confidence. An efficient leader can learn to be an effective problem solver, communicator, or a decisive person. Moreover, one can even teach the leader the method of lead, coach, or mentor (Goffee & Jones, 2013). The interpersonal skills of the leaders drive the employee towards a positive result. However, no one can generate the sense of self-confidence within one. It is necessary to gain the self-confidence to perform the responsibility in a significant manner. The employees need to feel a sense of comfort while working together under the leader. A leader, who is qualified for his position, needs to value the self-capability first (Morony et al., 2013). Self Confidence is considered as the fundamental basis, which is helpful in growing the leadership capabilities (Travers, Morisano & Locke, 2015). The lack of confidence will be difficult for the leaders to lead the members towards the positive focus.

Comparing the Outcome with the Diagnosed Result

In some of the cases, people perceive that the over-aggressive leaders are full of self-confidence. If concentrated on the true concept, it can be stated that if one leader is much confident, the person does not require being over-aggressive to accomplish the determine goals. The associated organisational members become much interested in working with a leader who has the inspiring level of self-confidence. A confident leader takes risks and brings out the innovative process to finish any particular task. Moreover, the leaders with full of self-confidence motivate the other employees in generating more confident (Goleman, Boyatzis & McKee, 2013). It is one of the natural tendencies of trusting people with high level of self-confidence. Hence, it can be inferred that each of the leaders needs to have the enough self-confidence to deal with the situational events or undertaking any challenging decision (Steinbauer et al., 2014).

In the real scenario, it is noticed that the self-confidence is more important than the skills, ability, and experiences. When a leader shows the confidence level by focusing on the positive sides, it generates the sense of trust among the associated employees. People are more interested in working with a person who is trustworthy (Leroy et al., 2015). However, the self-analysis and reflection depend on several major competencies, such as read, ask, watch, feel, talk, and think (Van der Kam et al., 2014). The confident derives from learning, thinking, and judging the situation. Developing a clear understanding is necessary for the self-analysis purposes. Even when the leaders face the trouble, they become reluctant to express it to others. They always form a persona that leads towards the positive approach of dealing with the challenging scenario (Baumeister, 2013).

In an organisational context, the emergence of situational conflicts is quite frequent. If any leader lacks self-confidence, it becomes much difficult to survive in the organisation. However, in many of the cases, some of the leaders appear to be over-confident and show their aggressiveness in every situation (Ortiz-Ordoñez, Stoller & Remmele, 2015). The leaders who have such aggressive and tyrannical attitudes formulate the poor workplace. The other associated members become reluctant to work with such leaders. Hence, the over-confidence level is not necessary for managing the people at the workplace. The leaders need to inspire the employees by ensuring the proper use of confidence level. The leaders need to communicate more to understand the scenario at the initial stage (Schnabel, Kelava & van de Vijver, 2016). Accordingly, the application of the self-potentiality wisely would be preferable enough in accomplishing the goals.

Literature Review

It is one of the proud moments for me when I receive the appreciation from my team mates and other employees. The individuals are quite satisfied with my optimistic behaviour. If I concentrate on the events I faced previously, it shows that during the emergence of any situation I felt a bit of insecurity and fear. However, considering such situation, I have developed a sequential action plan, which will be helpful for my future growth.

I understand that change is inevitable and sometimes become much uncomfortable. From a psychological perspective, I can state that accepting the change introduces with the growth opportunity by confronting a different scenario. I have realised that I feel discomfort when I face a completely new situation. However, I need to embrace the change by increasing my self-confidence. It will lead me towards more innovative ways of dealing with the situational consequences. Hence, I should move forward in accepting the changes.

It is essential for me to figure out the exact area where I lack the self-confidence more specifically. I need to prepare a list of these areas, which need more improvisation to bring out the best outcomes. Accordingly, I need to make the necessary adjustments as per the needs.

Sometimes, I feel, if I say something wrong, it may become offensive to others. This concern is signifying that I am not comfortable enough with the surrounding. I need to figure out such examples of concerned areas that are making me more uncomfortable to deal with other associates.

Sometimes, the concerns I found in myself may create the frustrating scenario. In such times, I should consult a mentor from whom I can receive the proper guidance and advice. Consulting a person who is comfortable in an area where I lack the self-confidence will be much helpful in clarifying my priorities. Learning is the better choice for me to build my self-confidence wisely.

The first move towards success is always small, but it provides the assurance of taking the initiative. I should start strengthening the communication skills and exploring the competency level more significantly.

Tracking the progress is essential for each one of us. When I realised that I need to make the adjustments by concentrating on my weakness, I accordingly need to keep track of the progress. It is necessary for me to measure whether I can develop my skills for future progress.

These steps are effective enough in shaping my morale and value. If I can apply these steps in real life, it will help me in enhancing the self-confidence with proper ease. In fact, I can guide others to be more confident in both personal and professional lives. 

References

Baumeister, R. F. (Ed.). (2013). Self-esteem: The puzzle of low self-regard. Springer Science & Business Media.

Cuddy, A. J., Kohut, M., & Neffinger, J. (2013). Connect, then lead. Harvard Business Review, 91(7), 54-61.

Daft, R. L. (2014). The leadership experience. Cengage Learning.

Goffee, R., & Jones, G. (2013). Clever: Leading your smartest, most creative people. Harvard Business Press.

Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press.

Khan, A., & Ahmad, W. (2012). Leader’s interpersonal skills and its effectiveness at different levels of management. International Journal of Business and Social Science, 3(4).

Leroy, H., Anseel, F., Gardner, W. L., & Sels, L. (2015). Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance A Cross-Level Study. Journal of Management, 41(6), 1677-1697.

Morony, S., Kleitman, S., Lee, Y. P., & Stankov, L. (2013). Self-efficacy, anxiety, self-concept and confidence as predictors of achievement in Confucian and European countries. International Journal of Educational Research, 58, 79-96.

Orth, U., Robins, R. W., &Widaman, K. F. (2012). Life-span development of self-esteem and its effects on important life outcomes. Journal of Personality and Social Psychology, 102, 1271–1288.

Ortiz-Ordoñez, J. C., Stoller, F., & Remmele, B. (2015). Promoting Self-Confidence, Motivation and Sustainable Learning Skills in Basic Education. Procedia-Social and Behavioral Sciences, 171, 982-986.

Peng, A. C., Schaubroeck, J. M., & Xie, J. L. (2015). When confidence comes and goes: How variation in self-efficacy moderates stressor–strain relationships. Journal of occupational health psychology, 20(3), 359.

Ruggieri, S., & Abbate, C. S. (2013). Leadership style, self-sacrifice, and team identification. Social Behavior and Personality: an international journal, 41(7), 1171-1178.

Schnabel, D. B., Kelava, A., & van de Vijver, F. J. (2016). The effects of using collaborative assessment with students going abroad: Intercultural competence development, self-understanding, self-confidence, and stages of change. Journal of College Student Development, 57(1), 79-94.

Seligman, M. E., & Csikszentmihalyi, M. (2014). Positive psychology: An introduction (pp. 279-298). Springer Netherlands.

Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., … & Plimmer, G. (2015). Managing Employee Performance & Reward: Concepts, Practices, Strategies. Cambridge University Press.

Steinbauer, R., Renn, R. W., Taylor, R. R., & Njoroge, P. K. (2014). Ethical leadership and followers’ moral judgment: The role of followers’ perceived accountability and self-leadership. Journal of Business Ethics, 120(3), 381-392.

Travers, C. J., Morisano, D., & Locke, E. A. (2015). Self?reflection, growth goals, and academic outcomes: A qualitative study. British Journal of Educational Psychology, 85(2), 224-241.

Van der Kam, N. A., Janssen, O., van der Vegt, G. S., & Stoker, J. I. (2014). The role of vertical conflict in the relationship between leader self-enhancement and leader performance. The Leadership Quarterly, 25(2), 267-281.