Self leadership is normally defined as a process whereby individuals are able to control their own behavior and at the same time lead and influence others to follow them (Neck, 2006). The individuals are able to use several behavioral strategies to empower and lead others. They also use several skills to attain self influence, self motivation and also achieve a certain self direction that is necessary to undertake the leadership process.
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Individuals who strive to become self leaders need to have certain competencies such as self awareness, tolerance, adaptability, emotional resilience, self reflection or assessment among others. One needs to identify the growth experiences that exist and that can lead to development or provide support when one is carrying out the leadership process (Rothstein, 2010). In this context self reflection or self assessment in self leadership are held to be important practices when it comes to human resource development. This paper discusses and critiques self assessment within the context of self leadership and discusses the implications on contemporary human resource practice. It also gives recommendations on further research that can be done on self assessment in self leadership.
Several studies have been carried out in regard to self leadership. Christopher Neck (2006) defines it as the process of controlling oneâÃ¢â€šÂ¬Ã¢â€žÂ¢s behavior and at the same time leading and influencing others to follow the individual. To back up this definition Mitchell Rothstein (2010) puts it that the individual self leader needs to identify experiences for growth which they need to take advantage of so that they become better leaders and influence others to follow them. Mitchell also adds that the self leaders need to understand and examine themselves before they can undertake the task of leading others. Robert Lussier and Christopher Achua have discussed self assessment in the leadership context defining it as the process through which individuals review and gauge their performance for the purpose of improving their leadership performance. Authors Rajnandini Pillai and Susan Stites have however brought to light the drawbacks of self assessment in self leadership and human resource practices among them that the assessment instills too much confidence on the self leaders when they get a high score. The high score according to the two authors does not mean that the leader has effective leadership skills. David Andrew and Leanne Atwater on the other hand identify the 3600 Feedback method as one of the self assessment methods that can be used in organizations as part of human resource development practices. The method leads to an improvement of the performance of the organization and its members. Rothstein also adds to the discussion by highlighting the Myers-Briggs Type Indicator method as a practice that can be used to improve the organization and impact the human resource practice.
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