Explain the concept of self-awareness
Self Awareness is having a clear perception of your personality, including strengths, weaknesses, thoughts, beliefs, motivation, and emotions. Self Awareness allows you to understand other people, how they perceive you, your attitude and your responses to them in the moment.
Having awareness creates the opportunity to make changes in behaviour and beliefs. Being aware of own personality and behaviours and how those affect others help manage team of people more effectively, it allows leader to chose right approach when interacting with others and it is great tool to use when working under pressure and in stressful situations.
Self-awareness can be used by managers and team leaders as a tool to improve productivity and relations.
To use self-awareness to full benefits we need to constantly monitor ourselves and gather information which will help us to improve – self-aware leader improve themselves all the time, gather feedback from others, observe, assess themselves. They can do this by using many tools available.
ILM72 – is a unique 72 item high quality reliable psychometric measure. It is normative which enables users to assess leadership style and effectiveness before and after an event such as a training & development or coaching programme.
MTQ48 – is a questionnaire designed to measure Mental Toughness. This provides a benchmark against which an individual can develop their Mental Toughness. Mental toughness can be defined as the quality ‘which determines in large part how individuals deal with stress, pressure and challenge… irrespective of the prevailing circumstances’
OPQ32 – is the most widely used measure of behavioural style in the world. The OPQ32 is designed to provide businesses with information on the aspects of an individual’s behavioural style that will impact on their performance at work.
MBTI – is an introspective self-report questionnaire indicating differing psychological preferences in how people perceive the world and make decisions.
VIA strengths – is a psychological assessment measure designed to identify an individual’s profile of character strengths.
All of tools above can help person to improve themselves, when person is self-aware they need informations, they constantly changing and adapt to become better. Those people using all tools available to improve.
For example 360-degree feedback – it is a process through which feedback from an employee’s subordinates, colleagues, and supervisor, as well as a self-evaluation by the employee themselves is gathered. Pro and cons to this please
Self-aware person will use all tools and feedback, will train themselves to become better and to achieve their goal. They are real asset to companies, as they can and they do, they achieve goals and affect whole teams, they know how to work in groups and how to interact with others. They are aware of theirs role.
Important to pop the sources of your information here please
Describe the potential impact of own behaviour on others
It is important to have a friendly , calm and comfortable working environment in order for production to work as well as it possibly can. This is so that everyone on set feels motivated and committed to the project and personal attitude towards it , is a major factor. Furthermore , our own behaviour does have a massive impact on not only the production but also the team as having for example a negative attitude can result in poor work ethic and generally lower morale for people around them as they may not want to work with that specific person which causes more ongoing problems. Which is why it is important , to have a good healthy attitude towards others as you don’t want to give people especially your co-workers the wrong message.
Please add a more personal account as looking for own behaviour here
Describe how to adapt behaviour to improve the impact on others
We all have a motivational style that influences our behaviour. Certain people’s self-worth comes from nurturing others; for some, it comes from getting results; while others achieve inner peace through logic and order. A fourth motivational style is a combination of the former three, depending on the situation. Knowing which is your own style is the first step to managing your impact on others.
Again source your information here please – what is this model called or who theory is this?
Each style has its benefits, but can become a hindrance when realized to its extreme. Reflect back on an encounter that went awry, despite your best intentions. In what way did your motivational style play a role? How will you recognize the signs next time you’re at risk of overdoing it?
You are talking well about motivational style , there are theorists on this please add some in to show deeper understanding
Take time to understand other person’s motivational style – are they a ‘people person’, a ‘just-do-it’ type, a stickler for details or an easygoing adapter? Reflect on your own behaviour using their lens. Your Driver’s push for results could seem reckless to a Professional, for example. Keep this in mind as you interact.
Remember that your style isn’t theirs, consider how you can flex your behaviour to more closely match their motivations. That could mean asking a Carer (person who nurturing others) for their advice, assigning additional responsibility to a Driver (person focused on getting results) or giving a Professional (focused on logic and order) ample time to mull it over.
Doesn’t changing your behaviour to suit someone else make you false? When done badly, yes – and people will see straight through it. But there are ways to manage your impact while remaining authentic. The key is to adapt your style, not abandon it altogether.
Key is to adjust in the way when we are real to ourselves, we are not becoming someone else, we adjusting as we learn that our approach to others isn’t best possible. As self-aware person we understand, that this is improving ourselves and helping us to achieve our main goal. It does help within the team and helping with productivity.
Two clear examples needed please
Again please pop in your theories and sources here
Explain the importance of emotional intelligence in leadership
Emotional intelligence or EI is the ability to recognise, understand and handle your own emotions, and those of the people around you. People with a high degree of emotional intelligence know what they are feeling, what their emotions mean, and how these emotions can affect other people.
For leaders, having emotional intelligence is vital for success. Think about it: who is more likely to succeed at taking the organisation forward – a leader who shouts at their team when under stress, or one who stays in control of their emotions and those of others, and calmly assesses the situation?
The original definition, as coined by the team of Salovey and Mayer (1990) is: emotional intelligence (EI) refers to the collection of abilities used to identify, understand, control and assess the emotions of the self and others. According to Daniel Goleman, an American psychologist who helped to popularize emotional intelligence, there are five key elements to it:
- self-awareness;
- self-regulation;
- motivation;
- empathy, and;
- social skills.
The more a leader manages each of these areas, the higher their emotional intelligence.
Leaders who are emotionally intelligent foster safe environments, where employees feel comfortable to take calculated risks, suggest ideas and to voice their opinions. In such safe environments, working collaboratively isn’t just an objective , but it gets woven into the organisational culture as whole.
When a leader is emotionally intelligent, they can use emotions to drive the organisation forward. Leaders often have the responsibility of effecting any necessary changes in the organisation, and if they are aware of others’ possible emotional reactions to these changes they are able to plan and prepare the most optimal ways to make them.
Furthermore, emotionally intelligent leaders don’t take things personally and are able to forge ahead with plans without worrying about the impact on their egos.
Leaders who are low in emotional intelligence tend to unravel in stressful situations because they fail to handle their own emotions and this might manifest as verbal attacks on others and being passive aggressive.
This can create an even more stressful environment, where workers are always walking on eggshells trying to prevent the next outburst from happening. This often has disastrous effects on productivity and team cohesion because the employees stay too distracted by this fear to focus on work and bond.
Not being emotionally intelligent hinders collaboration within the organisation. When a leader doesn’t have a handle on their own emotions and reacts inappropriately, most of their employees tend to feel nervous about contributing their ideas and suggestions, for fear of how the leader will respond.
However, a leader who lacks emotional intelligence doesn’t necessarily lash out at their employees. Not being emotionally intelligent can also mean an inability to address situations that could be fraught with emotion. Most leaders deal with conflict, and a leader who isn’t clued into others’ emotions will often have a difficult time recognising conflict in the first place let alone dealing effectively resolving it.
Again source of information please. Also I can give you the Golemans diagnostic to do for yourself here that you could use
Explain what is meant by unconscious bias
Unconscious bias is: learned sterotypes that are automatic, unintentional, deeply engrained within our beliefs, universal, and have the ability to affect our behaviour.
Recruitment efforts can be undermined by unconscious biases that people hold, such as a belief that foreign workers won’t have a good enough understanding of English to be able to complete the job, or that only men are suited to the role. Neither of these things are true, but if the person in charge of recruiting holds these unconscious biases then without even realising it themselves, they will disregard anyone who fits into those groups.
Types of unconscious bias
There are many types of unconscious bias. Everyone have some kind of it, it is because our past, we have been growing up possibly in different cultures, traditions, people around us had different ideologies which we took with us. We might belief different religions or traditions. Even time when we were growing up does matter – for example – in ’30 and ’40 males were expected to provide and females were ones to take care of children, recently we have equality and it might and often is difficult to accept for elderly. Here are some of the main biases that can affect workplaces:
- Affinity bias – the tendency to ‘warm up’ to people who are like yourself
- Halo effect – the tendency to think that everything about a person is good simply because you like them
- Perception bias – the tendency to believe one thing about a group of people based on stereotypes and assumptions, making it impossible to be objective about individuals
- Confirmation bias – the tendency to seek to confirm your pre-existing ideas and assumptions about a group of people
- Group think – the tendency to try too hard to fit into an existing culture, mimicking others and holding back thoughts or opinions, resulting in the loss of identity and lost creativity and innovation
There are, of course, steps to take to avoid unconscious bias in workplace
1. Recognise your unconscious biases
Leader / manager has to start to think about the unconscious biases they may have. What decisions have they made regarding people without really giving it a second thought?
For example, maybe they believe that men and women are equally capable of leading, but they think that men lack the ability to show empathy the way that women do so they chose a woman for a role that they knew would require empathy. While this might not sound like a negative, decisions should be based on who is the right person for the role, not who is the gender you perceive to be most capable.
2. Focus on people
Rather than thinking about the characteristics of someone’s ethnicity, gender or class background, leader / manager should focus on them as an individual. Give them merit on the evidence they see in front of them, rather than what they’re expecting based on their own biases.
3. Increase exposure to biases
Once leader have identified what their biases are they can try exposing themselves to them more regularly. This might sound like confirmation bias, but if they seek to prove their biases wrong it can have a positive impact on their behaviour.
Explain what is meant by inclusivity
- the fact or policy of not excluding members or participants on the grounds of gender, race, class, sexuality, disability, etc what are the 9 protected characteristics ?
- the practice or policy of including people who might otherwise be excluded or marginalized, such as those who have physical or mental disabilities and members of minority groups.
- what law relates to inclusivity ?
Explain how unconscious bias can impact on inclusion
Unconscious bias affects inclusion as it is often defined as stereotypes, prejudices or deeply held beliefs which lead us to favour one thing, person, or group over another, in a way that is usually considered unfair. Everyone’s unconscious bias is different according to the unique social factors which influenced them and formed the individual they are.
Unlike discrimination unconscious bias is what it says it is; unconscious. So there is no malicious intent – we are often unaware that we have done it, and of its impact and implications. We are not making conscious decisions which are well thought through, taking all factors into account. Our brains need to work quickly so they access information which is known and familiar to us first. This information is based on our personal experiences meaning there is a natural bias towards views and opinions which fit with the world view we are most familiar and comfortable with.
As a result of unconscious biases, certain people benefit and other people are penalised.
