Importance of Self Awareness for Leadership and Management: A Report

The report emphasizes the importance of self-awareness, emotional intelligence, cultural intelligence, and leadership in the management industry. The report also includes a self-analysis section that identifies strengths and weaknesses in interpersonal and intrapersonal skills and suggests attending competitive new training subjects for improvement.

LEADERSHIP AND
MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
Definition of Self Awareness ......................................................................................................3
Development of Self Awareness for importance of leadership.................................................3
Importance of Emotional Intelligence for developing self awareness.........................................4
Importance of Leadership and Management for developing self awareness...............................4
Importance of Cultural Intelligence for developing Self awareness............................................5
Overview of the context of Management Industry......................................................................5
Conclusion.......................................................................................................................................7
Establishing the Possessional and the Positional: A self-analysis...............................................7
Three areas of improvement are which enable to bridge the gap between where we are now
and where we want to be in future to ensure career success in management sector..................10
REFERENCES................................................................................................................................1
Appendix..........................................................................................................................................2

INTRODUCTION
This report will discuss the meaning of self awareness and the importance of leadership
for the development of self awareness. The report will also provide the overview of the context
of the management sector for succeeding in leadership and management, cultural intelligence
and emotional intelligence. The report will also discuss attitude towards self awareness and how
they are helpful in career development and success. This report will also discuss that how self
awareness is important for developing cultural intelligence and what is the importance of
leadership in the management industry.
MAIN BODY
PART- A
Definition of Self Awareness
Self awareness describes an ability that how an individual focus on self. Self awareness tells
about the experience regarding one's personality or individuality. It is also helpful for an
individual in understanding their motives, desires, characters and feelings. Self awareness is
important for motivating the individual and it also helps in managing the stress in a better way. It
defines an ability to see clearly(Rubens and et.al., 2018). There are basically two types of self
awareness, and they are:
 Internal self awareness : It means judging the values and personality of self by knowing
the strengths and weaknesses.
 External self awareness : External self awareness means how an individual is perceived
by others. It means how an individual is judged by other people. External self awareness
is helpful in gathering insights from the surroundings which are nearby.
Development of Self Awareness for importance of leadership
Self awareness is very important for the development of leadership and management capabilities.
Because by developing self awareness among leaders, not only individual performance will
strengthen but it also helps in increasing the performance of organization as well. Self awareness
is helpful for leaders in understanding that what is the importance of their role. It is also helpful
for leader that how they can better perform their responsibilities as a leader within the
organization. Self awareness is a tool of success for the leaders. It helps the leaders in
recognizing their strengths and weaknesses and this ability also helps the leaders in gaining the

trust of their team members. Self awareness is also helpful in advancement of learning and
development culture. Leaders who are self-aware, they attempt for more success of an individual.
Leaders can make better choices with the help of self awareness. For management of their own
behaviour and relationships, self awareness is used by effective leaders. As a leader, self
awareness is very important for the growth and development. Being a leader, self awareness is
also helpful for establishing a good relationship with the team members. It is also important for
the development of management capability because it helps the managers in identifying the gaps
which are related with their management skills.
Importance of Emotional Intelligence for developing self awareness
Emotional Intelligence is the ability of an individual to evaluate, perceive and control the
emotions. Emotional Intelligence is helpful in understanding the emotion of the others and it is
also helps in identifying and regulating the one's emotions. It is also helpful for removing the
conflicts at the workplace. For building emotional intelligence, stress management is the first
step. Emotional Intelligence is the keystone for the self awareness. For achieving emotional
intelligence which is higher, self awareness starts the journey(Prentice and et.al., 2020).
Importance of Leadership and Management for developing self awareness
Leadership is the capability of an individual to take the quick decisions and solve the problems
quickly and efficiently. Leadership in self awarenesses helps the leaders in guiding their team ,
the result of which is the best possible outcome. Self awareness in leadership is helpful for the
leaders for making better choices. Self awareness among the leaders is helpful in understanding
their roles. For behaviours and relationships to b e managed by the leaders, effective leaders use
self awareness. It will also helps the leaders in understanding the responsibilities of leadership
within the organization. Self- awareness needs to be developed by the leaders which helps in
better compensating with the tendencies which are natural. Companies which are performing
better tend to have leaders which are self- aware. The leaders who are self-aware can make better
decisions. Self awareness among leaders also inspire their team to work towards growth which
would be helpful for meeting the goals of the organization. Leaders who are self-aware, they
have the knowledge that how to balance their team and what they want for their team. The
leaders who are successful and self aware are curious as well. Self awareness among the leaders
also helps them to identify their strengths and weaknesses. By knowing about their strength and

weakness, they know the area in which they are strong and what are their areas of improvement.
For moving forward, those leaders who are self-aware will clearly understand the areas of
distraction(Issah,2018). A leader who is successful knows their place.
Importance of Cultural Intelligence for developing Self awareness
For developing cultural intelligence, self awareness is important. In multicultural societies,
cultural intelligence is important for developing self awareness. Cultural intelligence helps to
understand those skills which are helpful for self awareness. Cultural Intelligence is also helpful
for understanding the other's cultural background and it also helps people to develop passion at a
workplace. Cultural Intelligence is an effective tool for communication especially in those
organizations where different personalities work. A team which is culturally intelligent, will
interact more effectively and it also helps in understanding each other easily, as result of which
there will be less miscommunication. There are basically three components of cultural
intelligence, and they are Cognitive skills, Emotional understanding and Physical cues. For
workplace to be cohesive, compassionate and competitive, it is very important for every
individual at the workplace to practice cultural intelligence. For these the following steps should
be followed(Ang and et.al., 2020).

 Accept the opinions which are different : By using cultural intelligence, colleagues at
several levels, feels easy to connect.
 Learn more : As different skills are learned by individual at a workplace, it is very
important to improve the cultural intelligence. With the help of cultural intelligence,
different cultures can be learnt and adapted.
Overview of the context of Management Industry
Importance of Cultural Intelligence in Management Industry
Emotional Intelligence can be defined as the ability for managing the emotions in a positive way
which would be helpful in relieving the stress, overcoming challenges and conflict resolution.
Emotional Intelligence is important in management because it is helpful in assembling more
effective teams by those leaders who have strong emotional intelligence. An individual who is
emotionally intelligent, also motivate its team members to resolve the conflicts skilfully and
positive actions can also be taken for inspiring others. With the help of emotional intelligence,
organizations can identify their transformational leaders, able to create teams which are more
effective, improve the culture of the organization and accept the changes which are helpful in
enhancing the employee. In the business world, emotional intelligence profitability is relatively a
new idea. For emotional intelligence to be developed, it can be developed over time and it can
also be improved with the help of training. An individual having high emotional intelligence,
which means that their feelings can be accurately expressed(Henderson and et.al.,2018). An
individual who is emotionally intelligent it means is not managing his or her emotions, but he
can manage the emotions of other people too.
Importance of Leadership in Management Industry
Leadership is an important part of the management by which organization improves its
efficiency and also it helps the organization in achieving its goal. Importance of Leadership in
management is as follows:
 Actions are initiated : Leaders starts their work by communicating the policies and
plans which is to be executed in the organization.
 Motivation : A leader in the organization motivates their employees by providing them
rewards and plays a very important role in concern with the working.

 Helps in creating confidence : Leaders helps the employees in building their
confidence. Confidence can be achieved by understanding the roles clearly to the
subordinates and also guides them for effective achievement of the goals.
 Providing guidance : A leader also guides its superiors so that they can work effectively
and efficiently in the organization.
 Coordination : The primary motive of the leader is the coordination which helps in
achieving personal interests of individual in relation with organizational interest.
 Helpful in building the environment of work : If the working environment of
organization is efficient, it is helpful for sound and stable growth of the organization.
Therefore, a leader should keep in mind the human relations(Bush and et.al., 2019).
Importance of Emotional intelligence in management
Emotional Intelligence is very important because it helps in improving the relationships which
are interpersonal in nature. Emotional Intelligence is helpful in understanding emotions of self
and others. Emotional Intelligence also helps others in developing strong interpersonal skills.
Emotional Intelligence is also helpful for improving the efficiency because by understanding the
emotions of others, decisions can be taken more efficiently.
Conclusion
The report concludes that what is the importance of self awareness for the development of
the leadership and management capability. Although everyone has the idea that what is the
meaning of the self awareness but an individual cannot attain the objectivity. However it can
also be concluded that hoe cultural intelligence, emotional intelligence and leadership is helpful
in the management sector. It can also be concluded that how self awareness can be important foe
developing leadership, cultural intelligence and emotional intelligence. It can also be concluded
that how development of self awareness can be important for the management industry. It can
also be concluded that leadership , cultural intelligence and emotional intelligence is very
important for management industry.

PART- B
Establishing the Possessional and the Positional: A self-analysis
Interpersonal and intrapersonal skills relevant to professional learning experiences plays
keen role of importance for gaining working competencies diversely, based on optimum working
efficiency. Self analysis enables to identify strengths and weaknesses, across range of parameters
within management sector. As pee the analysis of results discussed within psychometric texts, it
can be analysed that within personality test I have strength of being confident towards engaged
activities (Shaw, 2022). This can be also analysed that I need to further attend competitive new
training subjects, based on fundamental trained efficacy diversely. Regarding skills test, my
interpersonal skills and decision-making skills are strong within various subjects based on
optimal fundamental goals. This can be also analysed that as per analysis, I need to work
towards analytical and data management skills variedly for intricate working specifics.
The results analysed from emotional intelligence toolkit, I have been able to develop
decisive improvement in my professional decisions abilities where lack of original solutions
specific efficacy has improved new decision-making skills. I have been able to lead role actively
within management sector, where this made me more confident towards diverse scale efficacy
among competencies for extended scale improvement,
However, within results analysis I lack managing impulsive feelings, distressing
emotions well where this has impacted my professional aptitude. It can be also analysed that as
per cultural intelligence tool examination, functionally that my cognitive decision-making skills
are strong where this has personified my crucial competencies. It can be also analysed that
further range of interpersonal and intrapersonal skills, have been competently extended with
new specific aspects in management sector. The management sector determines long term
professional skills to be widely diverse, based on new technical working extensive goals.
Regrading taking part in leadership role, management need to be determined towards developing
crucial functional steps for rapid working efficacy diversely (Cross and Carber., 2022).
I also have been further extending new critical aspects, for gaining training from
supervisors based on fundamental key domains findings. The further extended improvement as
per results obtained from psychometric test, has been found that new competitive subjects
training will improvise my long term goals within management sector aspects. Management
sector needs varied competitive skills, expertise among individuals for strengthening activities'

engagement for larger determined growth targets. I also aim to vitally develop long term
competencies by attending seminars, group interactive brainstorming sessions and improvise
leadership goals for strengthened vision in longer run. Also, attending further training sessions of
new management sector goals will leverage determined technical goals for wider performance
expectancy rise in longer time run. There has been also significant working benchmarks framed,
as per technical vision competencies for determining new edge goals primitively towards higher
end performance goal.
The results analysed from the cultural intelligence toolkit test, it can be analysed that my
strength is that my responses regarding specific experiences are that I reflect carefully to make
sense towards productive interactions. I seek feedback from other regarding behaviour and
respect diversity among teams, rapidly which has enhanced capabilities. This can be also
analysed that my weakness is thatt when working with multi-cultural groups or teams I have not
used the opportunity to check the accuracy of my knowledge about other cultures.
Also, experience of new skills professionally will enhance my supervision operational
targets for improvised working pace dynamically based on functional goals for competitive
performance rise. I also further aim to vitally develop new extensive work targets, towards
strengthening my leadership and management scenarios for determined new performance targets
within professional experience arenas (Lupiand et.al, 2022).Also by strengthening further new
professional progressive attitude, I will be able to develop quick expertise related to varied new
performance avenues as per recent demands in management sector.
Furthermore, determined operational leadership abilities as per new situational demands
enhances vision for strengthening vital engagement among expertise oriented stakeholders
competitively. This can be also analysed that by assessing results of the latest skills
progressively, further harnessed activities can be improved and also assessment towards intricate
projects will be diversified. Also, my performance based on fundamental goals for gaining
functional results have been found to be operatively authentic for keen performance targets. As
per management sector, this can be analysed that my cultural intelligence is effective for faster
timely response towards various decisions.

The tool which I will use for assessing the personality of human is personality test. What
is informally assessed and describes something every day is personality. Personality Test are
very important because individual strengths which are show in the personality test will be helpful
in determining that where I can be better served. The actions or tasks by which an individual
can perform well is strength. My strengths will help me in solving the problems easily and also
be helpful for thinking of the ideas which might be helpful for me in the future. I will use my
strength to achieve my goals. With my strength of using interpersonal skills I will focus only on
those things which are important for me and try to avoid those things which are not important for
me. With my strength of decision-making, I will be able to take quick and better decisions in
relation with the management. With my strength of leadership skills, it would also be helpful in
my personal growth and development. When I will use my strength than it can also be an
inspiration for others and it will also helpful for guiding others. If I will use my strengths than it
will not take much time for me to recover those areas in which I am lacking. With my strength
of using leadership skills, it would also be helpful for me to do the work as a confident leader.
I have been working with specific efficacy for improvising cultural working
competencies, and developing timely response towards engaged on productivity goals for
connective strength,
The implications of current skills, attributes and characteristics in relation to management
sector specifies that management sector demands new competencies as per varied scale
functional efficacy diversely. I am confident towards attending my new progressive skills
variedly, taking up complicated projects and attending new opportunities enhances my working
pace profoundly. There has been specific efficacy based on aspects, to leverage technical
progression goals for developing untapped business targets within extended time period (Kraus
and et.al, 2022.)
The results analysed from Belbin team roles toolkit, has been found that my strength is
team worker, where my communication and team working skill are my potentialities. Also my
coordination In team working has been found to be effective, for improved functional abilities.
further extending new technical targets, determined growth results will be improved on for
gaining determined key goals within longer term. The results analysed that I have weakness of
resource investigator, where I have been lacking efficiency for improvised working changes,
within my professional competent decisions.

My strengths will enable me to be motivated regarding new subjects, further projects
related to management sector goals for optimum functional efficacy. I also aim to further gain
new technical working pace, based on significant goals for gaining further optimum results
within longer technical targets.
Skills which are considered negative and which are not well-defined, it is known as
weakness. The weaknesses which are associated with me in the management sector, for that I
will focus on those things in which I am lacking. If I work with my weakness in relation with
interpersonal skills, then it will also contribute in my personal growth in management sector. It is
very essential that for self development and growth, weakness must be overcome. For
overcoming weaknesses, I will build relationships in management sector with other individuals
and start trusting them. For another weakness which I have in management sector will be that
I will set the objectives which are clear and make a plan which will be helpful in meeting my
objectives and goals. By knowing the weaknesses which are associated with me in the
management sector is that I will better understand the areas of management sector in which I
am lacking behind. By using interpersonal skills, I will try to work with those people who give
me complement because it will help me to encourage myself to do the better working in
management sector. When I will identify my weaknesses, then I will take the steps which helps
me in improving my weaknesses in management sectors and I will also learn to compensate from
them.
By improvising new skills, further improvement can be diversified for further extended
competitive engagement in professional activities within business grounds and enhance vital
development.
Part — C
Three areas of improvement are which enable to bridge the gap between where we are now and
where we want to be in future to ensure career success in management sector Development of strong emotional intelligence skill: I further aim to develop emotional
intelligence skill actively, based on competent vision for gaining activities results
strategically. The emotional intelligence skill, will enable me to primitively enhance
working paradigms effectively within activities.

 Development of strong cultural intelligence skill: I further aim to develop the best
strong cultural intelligence skill profoundly within my activities, where this will enable
me to be responsive towards respect new diverse culture. Also further keeping check on
cultural intelligence aspects, higher advanced creative efficiency for responding
informatively to activities professionally will be worked on.
 Developing resource investigator role potentiality: I also further aim to be timely
present for developing new vision, for analytical understanding as per my team role
results For ensuring the career success in the management sector, it is very important to
built up the Analytical skill proficiency within productive resources. Growing Analytical
skill can help in seeking the opportunities and it will also help to share the skills with the
others. Confidence can also be helpful for solving the problems. When an individual is
working as resource investigator, this will profoundly enhance professional aptitude
innovatively and strengthen responsive aptitude dynamically. Analytical skill he can find
a variety of solutions for various kinds of problems. It can also be helpful for improving
different kinds of skills. If there is positive mindset for various kinds of responsibilities,
then stress at work will be reduces and it will also boost up the confidence. Analytical
skill is helpful in building relationships of an individual. Individuals who are more
confident are generally less dependent for assurance and approval for others.
 Improving the Interpersonal skills : By improving and working towards the
interpersonal skills in the management sector, it will help to bridge the gap where an
individual is and where he wants to reach. By improving and making more strengthen the
interpersonal skills, clear message of interaction capabilities can be given. With
interpersonal skills, positive attitude towards work can be cultivated. Interpersonal skill is
helpful for developing the awareness of interacting with each other and by practising the
skills. These skills are important in personal and professional life because, it helps in
working and communicating with different individuals and groups. Good relationships
can be built by those people who have strong interpersonal skills, and they can also be
work well with the others. It can also be helpful in creating positive cultural outlook.

REFERENCES
Books and journals
Ang, S., and et.al., 2020. Cultural intelligence.
Bush, T.and et.al., 2019.Principles of educational leadership & management. Sage.
Cross, C. and Carbery, R., 2022. Organisational Behaviour. Bloomsbury Publishing.
Henderson, L.S., and et.al.,2018. Why cultural intelligence matters on global project teams.
International Journal of Project Management. 36(7). pp.954-967.
Issah, M. 2018. Change Leadership: The role of emotional intelligence. Sage Open. 8(3),
p.2158244018800910.
Kraus, S. and et.al, 2022. Digital transformation in business and management research: An
overview of the current status quo. International Journal of Information
Management, 63, p.102466.
Lupi, F and et.al, 2022. Toward a sustainable educational engineer archetype through Industry
4.0. Computers in Industry, 134, p.103543.
Prentice, C. and et.al., 2020. Emotional intelligence or artificial intelligence–an employee
perspective.Journal of Hospitality Marketing & Management. 29(4), pp.377-403.
Rubens, A.and et.al., 2018. Self-awareness and leadership: Developing an individual strategic
professional development plan in an MBA leadership course.The International Journal
of Management Education. 16(1), pp.1-13.
Shaw, D., 2022. Aristotle and the Function of Management Consultants. In An Ancient Greek
Philosophy of Management Consulting (pp. 19-40). Springer, Cham.

Appendix
Section B: Self-Assessment of Cultural Intelligence
Think about your cultural intelligence in each of the following categories, Mindfulness (awareness);
Knowledge (understanding); Behaviour (skills)
Cultural Intelligence Mindfulness (Awareness)
For each statement tick the box that best describes whether you do the following:
1 = Strongly disagree
2 = Disagree
3 = Neither agree nor disagree
4 = Agree
5 = Strongly agree
1 2 3 4 5
B1 I think about how my own culture influences the way I think and act 3
B2 I look for opportunities to interact with people from different cultural
backgrounds.
4
B3 I plan carefully before I meet with someone who is from a different
cultural background.
2
B4 After one of these experiences (meeting) I reflect carefully and try to make
sense of the interaction.
5
Cultural Intelligence Knowledge (Understanding)
For each statement tick the box that best describes your current level of knowledge in relation to the
following aspects of culture. (please tick one only per statement)
1 = Strongly disagree
2 = Disagree
3 = Neither agree nor disagree
4 = Agree
5 = Strongly agree
1 2 3 4 5
B5 I know that language is constructed and used differently in other
cultures.
2

B6 I know that it might be appropriate to change my non-verbal behaviour
when working in diverse groups.
3
B7 I know the cultural values and religious beliefs of other cultures. 4
B8 I know that gender roles may be perceived differently in other cultures. 4
B9 I know that power and privilege can be viewed differently in other
cultures.
5
B10 I know the marriage systems of other cultures. 2
Cultural Intelligence Behaviour (Skills)
For each statement tick the box that best describes your adoption of the following behaviours:
1 = Strongly disagree
2 = Disagree
3 = Neither agree nor disagree
4 = Agree
5 = Strongly agree
1 2 3 4 5
B11 When working with multi-cultural groups or teams I have used the
opportunity to check the accuracy of my knowledge about other
cultures.
2
B12 When working with multi-cultural groups or teams I have used the
opportunity to develop my knowledge about other cultures
2
B13 When interacting with people from other cultures I suggest the use of
an acceptable ‘common’ language.
3
B14 When interacting with people from diverse cultural backgrounds I
check out their understanding of what is being said/has been agreed
3
B15 When interacting with people from diverse cultural backgrounds I ask
questions to make sure I understand what is being said.
4
B16 I avoid the use of jargon or colloquialisms when interacting with
individuals/groups from diverse cultural backgrounds
4
B17 I adjust the speed and tone of my verbal communication when
interacting with individuals/groups from diverse cultural backgrounds
4
B18 I adjust my non-verbal behaviour, when necessary, when working
with people from diverse cultural backgrounds
4
B19 I do not impose my views, but listen to alternative opinions when
working with people from diverse cultural backgrounds
4
B20 I intervene if I observe cultural insensitivity or bias being shown
when working with diverse groups/teams
4
B21 I seek feedback from others regarding my behaviour when working in
diverse groups/teams
5
The Emotional Intelligence Questionnaire (based on Goleman 1998)
Instructions

Consider each statement in turn. Use the 1 to 5 scale to indicate the extent to which you think the
statement applies to you, where:
1 = this statement applies to a very small extent or only infrequently.
5 = this statement applies to a very great extent or very often.
Section 1: Self-awareness
Self-awareness is defined as “knowing your own internal states, preferences, resources &
intuition”. It has 3 competencies that are coded as follows:
EA = Emotional awareness: recognising your emotions & their effect.
AS = Accurate self-assessment: knowing your strengths & limits.
SE = Self-esteem: A strong sense of your own self-worth & capabilities.
Score Code Statement
2 EA1 I know which emotions I am feeling & why.
3 EA2 I can see the links between what I am feeling & what I am thinking,
doing & saying.
2 EA3 I recognise how my feelings affect my performance.
5 EA4 I am aware of my values & goals.
4 AS1 I am aware of my characteristics, both those that work for me & those
that don’t.
3 AS2 I reflect on & learn from my experience.
4 AS3 I welcome honest feedback as a means of self-development.
3 AS4 I am able to show a sense of humour & perspective about myself.
2 SE1 I present myself with self-assurance & have presence.
3 SE2 I can voice views that are unpopular & stick my neck out for what is
right.
5 SE3 I am decisive, able to make sound decisions despite uncertainties &

pressures.
4 SE4 I know the value I add to the organisation.

Section 2: Self-regulation
Self-regulation is defined as “managing your internal states, impulses & resources”. It has 5
competencies that are coded as follows:
SC = Self-control: keeping disruptive emotions & impulses in check.
TW = Trustworthiness: maintaining standards of honesty & integrity.
CR = Conscientiousness & responsibility: taking responsibility for personal
performance.
FA = Flexibility & adaptability: particularly in handling change.
IN = Innovation: being comfortable with novel ideas, approaches & new information.
Score Code Statement
2 SC1 I manage my impulsive feelings & distressing emotions well.
3 SC2 I stay composed, positive & unflappable even in trying moments.
3 SC3 I think clearly & stay focused under pressure.
2 SC4 I do not react negatively to people who are negative with me.
3 TW1 I act ethically & aim to be above reproach.
3 TW2 I build trust through my reliability & integrity.
2 TW3 I admit my own mistakes & confront unethical actions in others.
4 TW4 I take tough, principled stands even if they are unpopular.
5 CR1 I meet commitments & keep promises.
5 CR2 I hold myself accountable for meeting my objectives.
5 CR3 I am organised & conscientious in my work.
5 CR4 I feel a sense of responsibility for ensuring the organisation is successful.
4 FA1 I smoothly handle multiple demands, shifting priorities & rapid change.
4 FA2 I adapt my responses & tactics to fit changing circumstances.
3 FA3 I see events from a variety of perspectives.
2 FA4 I see change as an opportunity to learn.
2 IN1 I seek out fresh ideas from a wide variety of sources.
2 IN2 I will consider original solutions to problems.

1 IN3 I generate new ideas.
2 IN4 I take fresh perspectives & risks in my thinking.

Section 3: Motivation
Motivation is defined as “emotional tendencies that guide or facilitate reaching goals”. It has 4
competencies that are coded as follows:
AD = Achievement drive: striving to improve or meet a standard of excellence.
OC = Organisational commitment: aligning with the goals or the organisation.
IO = Initiative & opportunity taking: readiness to create and act on opportunities.
OR = Optimism & resilience: persistence in pursuing goals despite obstacles &
setbacks.
Score Code Statement
2 AD1 I am results orientated, with a high drive to meet my objectives &
standards.
1 AD2 I set challenging goals & take calculated risks.
3 AD3 I pursue information to reduce uncertainty & find ways to do better.
3 AD4 I learn how to improve my performance.
2 OC1 I readily make sacrifices to meet larger organisational goals.
4 OC2 I find a sense of purpose in the organisational vision.
4 OC3 I use the organisation’s values in making decisions & clarifying choices.
4 OC4 I actively seek out opportunities to fulfil the organisation’s goals.
5 IO1 I am ready to seize opportunities.
5 IO2 I pursue goals beyond what’s required or expected of me.
3 IO3 I cut through red tape when necessary to get the job done.
2 IO4 I mobilise others through my enterprising efforts.
2 OR1 I persist in seeking goals despite obstacles & setbacks.
3 OR2 I operate from hope of success rather than fear of failure.
4 OR3 I see setbacks as due to manageable circumstances rather than a personal
flaw.
2 OR4 I believe mistakes are a chance to learn.

Section 4: Empathy
Empathy is defined as “awareness of others’ feelings, needs & concerns”. It has 5 competencies
that are coded as follows:
UO = Understanding others: sensing others’ feelings & perspectives & taking an active
interest in their concerns.
DO = Developing others: sensing others’ development needs & bolstering their
abilities.
SO = Service orientation: anticipating, recognising & meeting customers’ needs.
DD = Developing diversity: cultivating opportunities through different kinds of people.
PA = Political awareness: reading a group’s emotional currents & power relationships.
Score3 Code Statement
3 UO1 I am attentive to emotional cues & listen well.
3 UO2 I show sensitivity & understand other’s perspectives.
3 UO3 I act on my understanding of other people’s needs & feelings.
2 UO4 I put my own feelings on hold to enable me to understand others before
seeking to be understood.
4 DO1 I acknowledge & reward people’s strengths & achievements.
4 DO2 I offer useful feedback & identify people’s needs for further
development.
3 DO3 I give timely coaching & delegate tasks that challenge & foster people’s
skills.
2 DO4 I encourage people to take responsibility for their own learning and
development.
4 SO1 I understand customers’ needs & match them to services or products.
3 SO2 I seek ways to increase customers’ satisfaction & loyalty.
2 SO3 I am happy to offer appropriate assistance to customers.
5 SO4 I grasp the customer’s perspective & act as a trusted advisor.
5 DD1 I respect & relate well to different kinds of people.

5 DD2 I understand diverse frames of reference & am sensitive to individual &
group differences.
3 DD3 I see diversity as an opportunity, creating an environment where diverse
people can thrive.
2 DD4 I challenge bias & intolerance.
4 PA1 I accurately identify the influential people.
5 PA2 I understand the organisational power relationships.
3 PA3 I understand the forces that shape the views & actions of stakeholders.
4 PA4 I accurately read organisational & external realities.

Section 5: Social skill
Social skill is defined as “adeptness at inducing desirable responses in others”. It has 8
competencies that are coded as follows:
IP = Influence and persuasion: wielding effective tactics for shaping the behaviour of
others.
TC = Two-way communication: listening openly & sending effective messages.
CM = Conflict management: negotiating & resolving disagreements.
LE = Leadership: inspiring & guiding individuals & groups.
CC = Change catalyst: initiating or managing change.
BR = Building relationships: nurturing instrumental relationships.
CF = Collaborative flexibility: working with others toward shared goals.
TB = Team building: creating group synergy in pursuing collective goals.
Score Code Statement
IP1 I am skilled at winning people over.
IP2 I fine tune presentations to appeal to the listener.
IP3 I use subtle strategies like indirect influence to build consensus &
support.
IP4 I orchestrate events to make my point effectively.
TC1 I give and respond to emotional cues when communicating.
TC2 I deal with difficult issues straightforwardly.
TC3 I listen well, seek mutual understanding & welcome sharing of
information.
TC4 I foster open communication & stay receptive to bad news as well as
good.
CM1 I handle difficult people & tense situations appropriately.
CM2 I spot potential conflict, bring disagreements into the open & help de-
escalate them.
CM3 I encourage debate & open discussion.

CM4 I orchestrate win-win solutions.
LE1 I articulate & arouse enthusiasm for a shared vision.
LE2 I step forward to lead as needed, regardless of position.
LE3 I guide the performance of others while holding them accountable.
LE4 I lead by example.
CC1 I recognise the need for change & remove barriers.
CC2 I challenge the status quo to acknowledge the need for change.
CC3 I champion change & enlist others in its pursuit.
CC4 I model the change expected of others.
BR1 I cultivate & maintain extensive informal networks.
BR2 I seek out relationships that are mutually beneficial.
BR3 I build rapport & keep others informed and involved.
BR4 I make & maintain personal friendships among colleagues.

Score Code Statement
CF1 I balance a focus on task with attention to relationships.
CF2 I collaborate, sharing plans, information & resources.
CF3 I promote a friendly, co-operative climate.
CF4 I spot & nurture opportunities for collaboration and partnership working.
TB1 I model team qualities like respect, helpfulness & co-operation.
TB2 I draw all team members into active & enthusiastic participation.
TB3 I build team spirit, identity & commitment.
TB4 I protect the team & its reputation.

Scoring
Add up your scores for each set of four questions and put a total score for each competency into
the score column below. Then making your lowest total score equal priority one, prioritise your
five or six scores for development action. Think about how you could improve your rating.
Section Competency Code Score Priority
Self-awareness Emotional awareness: recognising your
emotions & their effect.
EA /20
Accurate self-assessment: knowing your
strengths & limits.
AS /20
Self-esteem: a strong sense of your own
self-worth & capabilities.
SE /20
Self-regulation Self-control: keeping disruptive emotions
& impulses in check.
SC /20
Trustworthiness: maintaining standards of
honesty & integrity.
TW /20
Conscientiousness & responsibility: taking
responsibility for personal performance.
CR /20
Flexibility & adaptability: flexibility in
handling change.
FA /20
Innovation: being comfortable with novel
ideas, approaches & new information.
IN /20
Motivation Achievement drive: striving to improve or
meet a standard of excellence.
AD /20
Organisational commitment: aligning with
the goals or the organisation.
OC /20
Initiative & opportunity taking: readiness
to create and act on opportunities.
IO /20

Optimism & resilience: persistence in
pursuing goals despite obstacles &
setbacks.
OR /20

Section Competency Score Priority
Empathy Understanding others: sensing others’
feelings & perspectives & taking an active
interest in their concerns.
UO /20
Developing others: sensing others’
development needs & bolstering their
abilities.
DO /20
Service orientation: anticipating,
recognising & meeting customers’ needs.
SO /20
Developing diversity: cultivating
opportunities through different kinds of
people.
DD /20
Political awareness: reading a group’s
emotional currents & power relationships.
PA /20
Social skill Influence & persuasion: wielding effective
tactics for shaping the behaviour of others.
IP /20
Two-way communication: listening openly
& sending effective messages.
TC /20
Conflict management: negotiating &
resolving disagreements.
CM /20
Leadership: inspiring & guiding
individuals & groups.
LE /20
Change catalyst: initiating or managing
change.
CC /20
Building relationships: nurturing
instrumental relationships.
BR /20
Collaborative flexibility: working with
others toward shared goals.
CF /20
Team building: creating group synergy in TB /20

pursuing collective goals.
According to Goleman, effective leaders have at least one strength in each of five domains.
Highly effective leaders exhibit a critical mass of strength in 6 or so competencies.

Leadership and Management Development Assessment Template
This template must be completed for Section B of your assessment: provide a summary of your strengths and
weaknesses supported with evidence from the toolkits and other psychometric test results/other diagnostics provided
to you, or that you have identified from previous work or assessment centre experience, or researched online*.
Toolkit/Psychometric
Test
Strengths Weaknesses
Emotional intelligence
I have been decisive within
my decisions, despite
uncertainties and pressure
within my professional
decisions which has
enhanced my value toward
professional working
scenarios. I have been
committed towards my
professional duties, higher
engaged on creatively
towards specific activities for
innovative progressive ideas.
I lack managing impulsive feelings, and distressing e
also lack in being positive within activities. There is l
efficacy, where I need to improve further new s
development.
Cultural
intelligence
After one of these
experiences (meeting) I
reflect carefully and try to
make sense of the
interaction.
I seek feedback from others
regarding my behaviour
when working in diverse
groups/teams
When working with multi-cultural groups or teams I
check the accuracy of my knowledge about other cultu
Belbin team roles
Team worker is my strength,
where my communication
and team working skill are
my potentialities. Also my
coordination In team
working has been found to
Resource investigator, is my weakness where I ha
improvised working changes, within my professional

be effective, for improved
functional abilities.