A Look At Leadership Psychology Essay

A Look At Leadership Psychology Essay In a changing corporate world, strong leadership is becoming necessity for their survival Bennis nanus,1985.Complexity and chaos are creating emerging concerns in solving problem in business world, which leads more attention to leadership. This in turn has increased arguments how leadership is different from management. Management focus on responsibities and reaching goals effectively and efficiently which means it is the activities that keeps organization running(Huey,1994).However leadership is a role to influence others and guiding them to go in right direction to effectiveness(Bennis Nanus,1985). Three skills required for managers to create success organization includes establishing direction, motivating and inspiring people and aligning people (Cohn,1998).This new leadership role, it puts more pressure on leaders to deal effectively in an environment in which knowledge is an economic resource. Knowledge includes explicit data and statistics as in history and tactic or inner sense. These are considered as key skills of leaders (White, Hodgson, Crainer, 1996).Self awareness is a foundation for tactic knowledge. In the White, et al(1996) self awareness involves the leaders being aware of their strengths and weakness and ability to accept them. Self analysis is a process of raising self awareness. So the key thing here is to collect sufficient and efficient information to make effective decision on ones future for a self managed development. By examining your strengths, weaknesses, skills and competences, a person can get a clear picture of what you are and what you have got. Now a days self awareness has become an important management trait in leadership training. Managerial self awareness is linked to effectivess of leaderships. Managers needs to aware of the areas that needs improvement to do their job well. Asking feedback is an important element in this process. Feedback is known to improve performances of the mangers by motivating to improve and directing to the strategies to improve performance(Ashford Tsui,1991).The credible technique or the developmental assessments used these days are multi-rater feedback or360 feedback or multisource appraisal, peer review and full circle feedback (Church Bracken,1997).This involves a range of raters like peers, co-workers, team leaders, self, supervisors, customers etc to provide feedback by filling a standard questionnaire. The underlying reason to this technique is the improved accuracy that is obtained by asking a wide range of people. This helps to improve future behaviour. However this was opposed by most traditional approach with only one rater that gives global and accurate results than having different rater groups having different way to rate a manager that leads to halo effect (Borman,1974;Zalesny Lirch,1989). Multi rater may not be 100% accurate.  People judge ones personality based on the role that they do and over the period they develop skills to suit the job. Top of that behaviours are interpreted differently by different people   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Another limitation on feedback is that sometimes the feedback will be difficult for a person to accept that might bridge a gap in relationship. But these flattering feedbacks might help you increase management skills. It helps to remain cognizant of how ones performance is perceived. If the level of trust is high then people will give you flattering feedback. It is seen that managers who seek negative feedbacks are in more favourable light than managers who are interested in obtaining negative feedbacks. Impression management associated with active feedback seeking increases the perceives managers effectiveness (Ashford Tui,1991). Multi rater system takes over the self rating system as the way manager rates himself or herself is always biased and not reliable. This is human tendency to take credit for success and blame circumstances for failures. So the managers who are likely to access their competencies accurately are more aware of the jobs that they do. They are able to visualise how others see them and change their behaviour accordingly in future which in turn enhances leadership techniques. According to Flavell et. Al(1968), the ability to assess another persons capabilities and tendencies in a given situation and the ability to use this information to communicate more effectively is a skill that is developed with age. The characteristics of social judgement are a function of developmental phase of a human being. Mead (1934) argues that to be aware of ones selfhood, the person must first detach awareness from the inside of oneself and use the exterior vantage point of another person. Taking the role of the other is necessary in this framework, as the context of the self consists of the perception of the social other. Duval and Wicklunds (1972) theory of objective self-awareness takes exception to Meads theory by postulating that self-consciousness occurs because consciousness can focus its attention on the self in the same way that attention is focused on any object.In no way is it assumed that the individual is dependent upon the point of view of the other in the sense that Mead intends. If the object-like nature of the self has been discovered, and stimuli in the environment are such that consciousness turns in the direction of the self, the person will become objectively self-aware (Duval Wicklund,p. 31, 1972). In other words, a person does not need to use the point of view of another person to be self-conscious. Instead, the mature individual has one consciousness ability to focus on different directions. Duval and Wicklund (1972) define objective self-awareness as the state in which the self is the object of consciousness. On the other hand, subjective self-awareness is the state in which the self is not the focus of consciousness. A manager must not only be thoughts, feelings and limitations on himself rather he should be aware of others point of view and include the information in self appraisal (Duval Lalwani, 1999). This can be referred to as other-awareness (Figurski, 1987). Figurski (1987) identified four different kinds of person-awareness to bring clarity to the definition of self-awareness. As seen in Figure 1, the three dimensions of person-awareness are target, perspective, and content. Perspective or tacit awareness (egocentric or allocentric) interacts with the target or focal awareness (self or other) to get content of awareness. Four categories of attention result: self-experience awareness, self-image awareness, other-image awareness, and other-experience awareness. These can occur together in any combination or simultaneously. Figure 1. Figurskis Model of Person Awareness TARGET Self Other Self Experience Awareness (Internal) Other Image Awareness (External) Self Image Awareness (External) Other Experience Awareness (Internal) The figures indicate that people are aware of others experiences almost fifty percent of the time. The self proves to be the dominant focus of attention. Although managers are focusing the majority of their attention to the self, they are not able to accurately judge their own behaviours. As stated above, self-ratings are thought to be unreliable indicators of behaviour for various reasons. However, self-ratings are important as there are some characteristics like intelligence, high achievements status and locus of control are closely related to accurate self evaluation Mabe and West(1982). The greater the individuals level of self awareness the more similarity that is expected between the self assessment and the ratings provided by peers. Numerous other studies have linked various managerial characteristics to more accurate self-evaluations. The discrepancy between self- and other-ratings is also empirically unclear. For example, an elevation in self-ratings could be due to lower ratings in others rather than over-estimation by the self. Individuals who are self-aware are more likely to respond to information from past experiences, thereby becoming more effective and displaying more leadership strengths. There will be a significant relationship between overall managerial leadership effectiveness and congruence in self-other ratings. Individuals who are more self aware are perceived by their managers as good performers. This will be manifested in high performers receiving higher congruence in self-other ratings compared to average performing managers (Hypothesis 1a). In addition, there will be a correlation between the overall leadership measure and higher congruence scores (Hypothesis 1b). In the event that a manager is not self-aware, information on how others perceive the self is not utilized. According to the Figurski (1987) model, the allocentric perspective must be utilized in order for one to be aware of how the self is considered by others. Failure to consider the similarity or differences between the self and others results in perspectives that vary. Effective communication is in turn hindered, because the understanding between people is not clear. Conversely, those who communicate effectively are using information gathered from interactions with others. It is therefore expected that managers with higher communication scores will display more congruent performance data (as reflected in self-rater agreement). (Hypothesis 2.) Previous studies have found that different rater groups draw from different experiences when filling out an individuals performance review, and therefore results can differ by data source (Harris Schaubroeck, 1988; Borman, 1974; Zalesney Kirsch, 1989). Furthermore, individuals tend to focus more on feedback they receive from their managers versus peers or others. Data source (self, manager, peer, and other) is expected to explain variance in self-awareness levels. (Hypothesis 3.) Key Areas for Self-Awareness     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Being a very complex and diverse creature Human beings need to have an understanding in many areas to become self aware. The areas that has to be focused for self- awareness includes psychological needs, personality traits, values, habits, emotions etc.     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Understanding our personalities can help us to find the solutions in which we thrive and help us to avoid situation which will give us too much stress and mental pressure. It could be in personal or professional life. For instance an introvert person can find it more stressful in sales job than an extrovert person. So either the person has to learn skills to match the job requirement or should look for other opportunities. So Awareness of personality helps to make a decision that will lead to less stress to lead a happy life.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Every person has its own personal values. Awareness of own values will not misguide us to pay more attention to less priority things in a day to day and we would be likely finish what we think is important to us rather than feeling guilty on not finishing it.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Habits are the behaviours that are repeated routinely and automatically.  Personal habit may affect our effectiveness. For instance if a person who is a manager doesnt have a habit to consult staff in decision making process may affect his ability to build staff members commitment.    Knowing the psychological needs like esteem, affection, possessive, achievement, self actualization, power, control etc will help to understand their effect on interpersonal relationships. Emotional self-awareness is one of the five facets of emotional intelligence. Its about knowing ones feelings, what caused that feeling and how it impacts one thought and action. A person with high emotional self awareness can understand the internal processes of any emotional experience so can have a better control over it How Self-Awareness Makes You More Effective     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Self-awareness promotes skill development by the bridging the gap in management skills. It leads the managers to find effectivess and help in making effective decision, stress management and motivate oneself and others   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Self awareness makes a person aware of the gap between the current and future situation and helps enhancing the skills required for the future situation. Self awareness helps to utilise your strength and manage your weaknesses. For example someone gets tempered when conflict arises. If the person is aware of his weakness then the person should to not be in a situation when the conflict arises or practise to deal with the situation. That will help the person to handle its temper and not to affect others.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Managers with emotional awareness are good decision makers. In these changing competitive environments intuitive decision makers can deal with situation with gut feeling and sixth sense. Emotionally aware persons can read their gut feeling and have better sixth sense that help them in decision making process. Jobs that dont suit a persons personality will give more stress than more compatible jobs. This is not like if your qualities are not compatible you cant go ahead with the job but you can put extra effort to develop the skills buy there are other alternative that will be less stressful.  Self awareness is very powerful in revealing what is important for a person to improve performance.   Understanding psychological needs increase motivation and get closer to the rewards that a person deserves.   Understanding what click a person, reason of behaviour, reason of excitement etc can make what triggers others as well. So knowing to motivate yourself can help in know what motivate others. In Summary   To perfect ones management skills the best way to start is getting self aware. With a sense of yourself and vision of what kind a person you are or what you want to become a plan of personal and professional development can be created, its helps to motivate a person, Help to manage stress and help in decision making and helps to lead and motivate others, which makes an effective leader. Knowing yourself is a slow process so we should try hard.

Master of Business Administration program at Georgia State University

I have chosen the flexible Master of Business Administration program at Georgia State University because it offers the best academic and skills training that would help me become better at what I do. At present I am interested in learning communication and analytical skills, how to be decisive and the importance of teamwork. I believe that these skills are necessary for the success of my career as a financial accountant and I know that I would be able to learn this through the challenging curriculum of Robinson College.Work experience is necessary for real life application, but education broadens one’s thinking and perspectives. My main reason for pursuing an MBA is because I want to further myself in the accounting field. Through the training of the MBA program I will be equipped with the skills that would allow me to help businesses expand in their operations while focusing on management and employee connections.Personally I believe that I have the leadership skills and the creative perspective for growth to be successful in my chosen career but I am also aware that I lack the educational background. By enrolling in the MBA program of Georgia State University and practicing my profession, I know that I would be able to become a financial advisor wherein I could help clients increase their revenues by using internal assessments and other strategies. I hope to become a financial accountant in the future and work on financial analysis and prepare fiscal reports.Through several work experiences I realized that I could do anything I set my mind to accomplish; that through hard work and determination I could rise from a party coordinator to manager. I also learned that a successful business enterprise is possible if there is honesty and complete customer satisfaction. I have had the opportunity to work as a Payroll and Tax Specialist, and here I have learned that customer satisfaction and the highest quality service is the best way to develop customer loyalt y.All of these experiences have no doubt enriched my professional career but I also know that I need to learn more about this field of specialization and I am most happy when I am learning something new. I know that I belong to Georgia State’s MBA program; it has the right balance of academic and practical training that appeals to me. My contributions to the university will be my collective perspective, my determination to succeed and moral character. My degree in Bachelors in Family and Consumer Sciences has imbued me with the knowledge and sensitivity to understand people.By becoming a member of the MBA program I will bring with me this humanitarian perspective and help influence other business professionals to do the same. I am determined to finish this degree and I am prepared to give my best in accomplishing the requirements of the course and to actively participate in each class. The strong business ethics and professional accountability of Robinson College is the best place to foster and develop my skills and personality.

What Does Gender Inequality - 1395 Words

What fuels gender inequality? What are the reasons gender inequalities are still so high in today’s society? Gender inequality refers to the unequal treatment of an individual based on his/her gender. Gender is defined as the amount of characteristics and attributes distinguishing that person between, masculinity and femininity. Although gender is a part of our character, society has taken gender to an increased level of discrimination. Gender inequality sets social difference between male and female this prevents them from participating equally in cultural, political, economic, and social life. When did gender discrimination start? Why is it that women are seen as an accessory and not an asset in life or in the workplace? Throughout this†¦show more content†¦The belief that women cannot do certain jobs or maintain roles as well as a man has sculpted society into a hierarchy that places the male figure at the top. Education could be one of the causes of gender inequal ity; Victor Hiller (2014) studies the educational gender gap that might explain the development of high gender inequality. Hiller (2014) states that through the pre-industrial society, individuals were not required to have education and men were seen as more beneficial than women and supply superior labor, concluding that social norms favor men. While this does not explain exactly where gender inequality came from, it gives us a good idea on where to start looking. During the 1800’s and 1900’s women were seen has the maids of the household, and the nannies to the children. Women did not perform any real labor work outside of the home, and were seen as the inferior to the men as we see in today’s society nothing much has changed with the gender roles for women. Hiller (2014) uses quantitative research to indicate that the social norms chose men over women in economics, and that the pre-industrial era is when women were labeled inferior to men because of the lack of physical strength and labor skills. Hiller’s (2014) quantitative research includes a cross-sectional relationship between income and the participation of women, stating that female participation is U-shaped and that the bottom of the curve was the 1920’s, and has

Intellectual Property Enforcement and Its Fiscal and...

Introduction Collectively, the Directors Guild of America (DGA), the International Alliance of Theatrical Stage Employees (IATSE), the Writer’s Guild of America, East and West (WGAw, WGAe), and the Screen Actors Guild–American Federation of Television and Radio Artists (SAG-AFTRA) represent approximately 331,000 directors, actors, craftspeople, performers, tech developers, writers, and others whose creativity is the American entertainment industry’s beating heart. This number does not include the near infinite untold global artists whose intellectual property, which they pour their body and soul into. They are among their fellow artists who suffer daily at the hands of the infinite nameless faceless thieves. The entertainment†¦show more content†¦IP theft delivers an injurious, and to many, a crushing economic blow by constricting artists’ employment availability; moreover, by siphoning their downstream revenue. However, there are also fewer tangible costs fro m IP theft. These costs cannot be quantified fiscally pursuant to the Notice, (OMB) but they are equally important to the cost-effective analysis between IP enforcement and its ultimate cost. What cannot be wholly quantified within a limited forecast is the unquantifiable value that creativity bestows to global society and culture, the cornucopia of creativity that thrives in societies with strong and enforceable Intellectual Property laws, and the impact of IP theft on the creative, fundamental rights that directors, actors, craftspeople, performers, tech developers, and writers hold with respect to their work. It is compulsory to calculate these non-economic costs into not only the next Strategic Plan, but also legislation, and The United Nations’ World Intellectual Property Organization’s (WIPO) policies weighted along economic considerations. 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