Chapter 1: Who Am I Today?

Chapter One: Who Am I Today?

I am excited to explore this self assessment. As Ancona, Malone, Orlikowski, and Senge (2007) argue, a successful manager is one that understands his/her weaknesses and strengths to build a network of collaboration. In other words, a manager should work to improve his/her weaknesses but also acknowledge when relying on others is essential. As Edinger (2011) notes, although weaknesses can be improved, it is of more value that a leader further improve strengths by understanding complementary skills that can be reinforced. One may be able to improve weaknesses to ensure these weaknesses are longer obstacles in the workplace, however if these weaknesses are due to one’s values and personality they may never turn to real strengths. It is possible however, to improve strengths even further including those that are complimentary of other strengths (Edinger, 2011). Through self-assessment, one is able to understand areas of improvement and also positive strengths that may highlight the type of professional career that will be most rewarding.

Throughout the varying self-reflection activities in the Masters of Management program, I have found that my strengths reside in communication and change management, however my weaknesses are in areas of finance and negotiation. I will need to gain additional knowledge regarding finance to feel more confident in dealing with financial aspects of management. My management experience thus far has not included budgeting, which hinders my overall management perspective. Also, although I am strong in interpersonal communication, I need to further develop my negotiation skills specifically. This will allow me to be more comfortable participating...

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...ield. Of the different approaches discussed throughout this program, I hope to be able to use the change management theories of Kotter. I value innovation and the ability for continuous improvement so change management is a field that is of interest to me. The eight stages he presents have provided me a framework to utilize when engaged in a future change initiative (Kotter, 1996).

References

Ancona, D., Malone, T. W., Orlikowski, W. J., & Senge, P. M. (2008). In praise of the incomplete leader. Harvard Business Review , 8 (2), 61-71.

Edinger, S. (2011). Become an extraordinary leader. Finweek , 38.

Elrod, D. J. (2012). Becoming a trusted leader. Strategic Finance , 92 (10), 25-27.

Toor, S., & Ofori, G. (2008). Leadership versus management: How they are different and why. Leadership and Management in Engineering , 8 (2), 61-71.