Self Analysis on SCARF Solution Self-Assessment
As I continue my journey of self-reflection, I participated in an online self-awareness survey called SCARF Self Assessment (SCARF Solutions, 2015) where it aims to gauge your reactions and decisions on specific life and work situations and tally them in definite categories or domain. In connection with this, the outcome for me was expected and anticipated. In addition to this, while I do concur with its results on certain aspects, there are areas in the survey that I find room for improvement as to who I am and how I make decision. Thus, this paper will dwell on the results and examine whether I agree or disagree with the findings and conclusion.
First of all let’s have a look at how the results are taken where they are tabulated in a
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You begin to discover your strength and weakness and leverage these attributes in becoming a better leader or a manager. Moreover, it provides an insight on how you develop yourself in handling life situations and make decisions that benefit your team and ultimately the mission and goals of a given company.
References:
SCARF Solutions. (2015). Applying insights from social cognitive neuroscience to enhance leadership effectiveness. Retrieved from http://resultscoaches.co.za/wp- content/uploads/2015/05/scarf-self-assessment.pdf Klukken, P. G., Parsons, J. R., & Columbus, P. J. (1997). The creative experience in engineering practice: Implications for engineering education. 133-138 http://onlinelibrary.wiley.com/doi/10.1002/j.2168-9830.1997.tb00276.x/abstract
Engineering revision. (2012). Benefits of an abstract engineering education. Retrieved from http://engineeringrevision.com/363/benefits-of-an-abstract-engineering-education/
Covey, S. R. (2004). The seven habits of highly effective people. (pp. 119-133). New York, United States: Free
...in mind and will work towards enhancing the organizations performance, building relationships with good interpersonal and communication skills. Thus, the fact the Stephen Covey’s third habit of putting first things first is no doubt a favorable one which favors business managers in to improving their interpersonal and communication skills, which in the long run, builds up strong bonds of relationships within or outside an organization, that results in enhancing team based organizations in an efficient manner. References 1. Stephen Covey, Seven Habits. BC + PM aps. Retrieved from the website http://www.bcpm.dk/coveyen2.htm on 5th June 2003. 2. Thirteen Timely Tips for More Effective Personal Time Management. Retrieved from the website http://www.ianr.unl.edu/pubs/homemgt/nf172.htm on 5th June 2003. 3. Dave Hall. Business Studies. International Edition.
"Stephen R. Covey Quotes." Stephen R. Covey Quotes (Author of The 7 Habits of Highly Effective People). N.p., n.d. Web. 17 Jan. 2014.
Thus, a leader may be defined by certain qualities and skills, as well as the demonstrated ability to use certain task-oriented and relational-oriented behaviors that may be dependent on a situation, or simply the desire to accomplish a specific task or goal; furthermore, a leader may also be defined by power along with power’s use or misuse. According to many followers, the most desirable leadership traits are honesty, forward-thinking, competency, inspiration, and intelligence (Shead, 2016). Amongst the follower defined leadership traits, honesty was identified as the essential leadership quality that causes people to follow a leader; thus, the courage to admit failure is the most reliable sign that a leader is honest and accountable to the follower (Shead, 2016). Ultimately, in behavioral science a leader is defined by effectiveness, and, unfortunately, behavioral science is still attempting to define effectiveness by a single leadership
Kouzes, J., & Posner, B., (2007). The leadership challenge, (4th ed.). San Francisco, CA: Jossey-
Identifying and understanding your own personal strengths is key to being a successful leader. Knowing your strengths means you can focus your efforts to maximize results, in yourself and in others. Strengths Finder 2.0 is designed to uncover your strengths and utilize these strengths to your advantage (Rath, 2007). Identifying and applying these strengths to your leadership style, will enhance your effectiveness as a transformational leader.
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
pp. 146-170. Kreitner, R., & Kinicki, A., (2004). Organizational Behavior (6th ed.). New York: McGraw-Hill/Irwin.
For personal and professional growth, given my personality traits, I need to embrace my strengths and weaknesses. I must use my strengths to my advantage, to be more effective academically and in the workplace, but I also need to identify and try to overcome my weaknesses, especially professionally.
Covey, Stephen R. The 7 Habits of Highly Effective People: Restoring the Character Ethic. New York: Simon & Schuster, 1989.
Neuroscience leadership is keen on improving various aspects of the decision-making, problem-solving, communication, and rationalization contexts of management. Currently, research demonstrates that this new leadership science has the potential to improve leaders’ efficacy in three main ways. First, it analyzes and explicates the relationships leaders form with staff and how they influence these empathically with improved management behaviors (Ghadiri, Habermacher, & Peters, 2013). Secondly, neuroscience empowers effective leadership by creating the ability within leaders to be more in control of their emotional awareness. Thirdly, the new leadership science could potentially complement the leaders’ regimen of innovation restorative and creativity
As we reviewed the self awareness module this past week, it was very interesting to see how the self assessments provided the class with information about their own personal human behaviors. I was aware of most of the information provided but there were some tendencies I was surprised to find that fitted my character. It was good to be reminded of the things I had forgotten about myself. Learning about my individuality and how I interact and respond to others based on my traits, personality and behavior has been an awakening experience. It is also great to know that I can work on areas that need improvement to become a more balanced person to better assist my subordinates, teams and organizations.
Covey, S. R. (2004). The 7 habits of highly effective people. New York, NY. Free Press.
In conclusion it is very important to develop all the weaknesses I have in my professional career. I must continue to plan and evolve to hopefully become successful in my future career whatever that may be.
Stephen P. Robbins and Timothy A. Judge in "Organizational Behavior", 12th ed. Upper Saddle River, New Jersey, 2005, p. 407
The Seven Habits of Highly Effective People is a book written by Stephen Covey. In the book he writes about seven habits that highly effective people have. The seven habits of highly effective people are: be proactive, begin with the end in mind, put first things first, think win-win, seek first to understand then to be understood, synergize, and sharpen the saw.