Self-Management and Leadership Development
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Self-Management and Leadership Development

  • New Horizons in Management series

Edited by Mitchell G. Rothstein and Ronald J. Burke

Self-Management and Leadership Development offers a unique perspective on how leaders and aspiring leaders can and should take personal responsibility for their own development. This distinguished book is differentiated from other books on this topic with its view on the instrumental role played by individuals in managing their own development, rather than depending on others, such as their organization, to guide them. Expert scholars in the area of leadership emphasize the importance of self-awareness as the critical starting point in the process. Explicit recommendations are provided on how individuals can manage their own self-assessment as a starting point to their development. The contributors present insights and practical recommendations on how individuals can actively self-manage through a number of typical leadership challenges.
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Chapter 4: Taking Charge: Discovering the Magic in Your Psychological Assessment

Sandra L. Davis

Extract

4. Taking charge: discovering the magic in your psychological assessment Sandra L. Davis People travel to wonder at the height of mountains, at the huge waves of the sea, at the long courses of rivers, at the vast compass of the ocean, at the circular motion of the stars; and they pass by themselves without wondering. (St Augustine) Sam drove away from the psychologist’s office relieved to be done with all the multiple choice tests, interviews and simulations. Dr Thompson seemed savvy enough, but Sam knew that the leadership assessment was an important part of the selection process for the company he was interviewing with. While people kept telling him that this was not a ‘pass/fail’ process, his experience taking all of those tests told him otherwise. ‘OK,’ he thought, ‘I’m done with that and I’ll just keep my fingers crossed.’ A week later the recruiter called to tell him he was getting a job offer. Excited, Sam promptly forgot about Dr Thompson’s offer of feedback. Even when the head of Human Resources suggested that he make an appointment for feedback, Sam expressed his thanks, but did nothing. He got the job, he thought, why should he bother? Can you identify with this story? Individual leaders have many reasons for choosing not to take advantage of feedback following a leadership assessment. Some simply are skeptical about tests and psychologists in general. Some have good intentions, but let procrastination win until the feedback seems too old or irrelevant. Others get...

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