Management Style - assessment
From fromer experience in IBM managment education I'm holding an analysis
of a session
held with my management group in a hotel working with two psychologists
( Dr. Dietrich Raatz, Manfred Richter )
on our leadership competencies and styles.
A detailed questionnaire with multiple assessments from collegues has
been worked out.
Results have been discussed in the group, where the finding came out,
that personal
preferences in judgement can't be avoided.
Criteria OO versus OP 1 versus OP 2 and intense discussion of outcome
Table reads as OO = Own Assessment , OP 1- Other Opinion 1( my collegue
- sales mgr., kind of competitive situation) ,
OP 2 = mgr. of technical dept.
Ratings going from 1 to 5 where 1 = low and 5
= very high - resp. left argument versus right
argument
|
Personal Managerial Competencies
and Behaviours
|
OO
|
OP 1
|
OP 2
|
|
|
Ability to listen attentive and understanding
|
4
|
5
|
4
|
|
|
Ability to make contacts and build relationship
|
5
|
4
|
5
|
|
|
Tendency to trust others
|
5
|
4
|
5
|
|
|
Usual behaving against others - cool versus very open
|
5
|
3
|
5
|
*
|
|
Ability to express to others how their behavoir is perceived
by myself
|
3
|
5
|
5
|
|
|
Reaction on critics on my own behaviour
|
4
|
3
|
4
|
|
|
My usual mgmt. style - telling versus coaching
|
3
|
4
|
4
|
|
|
Tendency to react autoritive in difficult situations
strong versus none
|
2
|
3
|
4
|
|
|
Ability to step into others situations
|
5
|
5
|
5
|
|
|
Working with sympathy and antipathy
|
4
|
4
|
4
|
|
|
Behaving in difficult situations
|
5
|
5
|
4
|
|
|
Readiness to accept and treat others ( staff ) as equals
|
5
|
4
|
4
|
*
|
|
Trust in the ability of employees to learn and develop
|
4
|
4
|
4
|
|
|
Patience for trial and error behaving of employees -
feeling responsible versus giving freedom
|
3
|
4
|
3
|
|
|
My leadership style - disciplinary versus coaching
|
5
|
4
|
5
|
|
|
Positive basic position and ability to fill others with enthusiasm
|
5
|
4
|
5
|
|
|
Adhere toagreements and make things enforceable
|
5
|
5
|
5
|
|
|
Giving orientation. act on social processes or change them
|
4
|
5
|
3
|
|
|
Ability to integrate parties in systems
|
4
|
4
|
5
|
|
|
Revitalise deadlock-situations and courage to experiment
|
4
|
4
|
5
|
|
|
Ability to perceive emotional processes - diagnosiscompetence
|
4
|
5
|
4
|
|
|
Ability to make decisions here and now
|
4
|
3
|
5
|
*
|
* Gaps : Possible Conflicts from Innovator (me) - Adaptor
( OP 1) and MBTI Types
