There are many aspects of self-awareness. All aspects ofself-awareness are important because they help individuals to movefrom the undesirable factors of their current situation to where theyare heading. The purpose of this paper is to provide a reflection inwhich the following has issues relating to self-awareness arediscussed: characteristics of conscious leadership the importance ofself-awareness, self-concept, and emotional intelligence. A summaryof the results of tests conducted has aswell been provided with the provision of insights gained after takingthe assessment (Hattie, 2014). Also, their significance to myindividual behavior, my behavior in groups and the organization havebeen enumerated.
Conscious leaders are well aware that they are leaders and they servewith inner authority motivated by their deeper intelligence. Inaddition to this, conscious leaders inspire a vision. They genuinelyseek to understand others and create a deeper connection (Western,2013). Mackey and Sisodia (2014) also emphasizes that consciousleaders have peculiar traits including being confident,compassionate, courageous, and making tough decisions. I understandthat this is consistent with the trait theorywhich points out that leaders are born with certain traits.Mackey and Sisodia (2014), however, remain mum on whether leaders areborn with these traits or they acquire them. Some of thecharacteristics pointed out by Mackey and Sisodia (2014) are skillshence coinciding with the skills leadership theory which purportsthat leaders acquire certain skills that enable them to lead.
In my understanding self-awareness, self-concept and emotionalintelligence are essential in enhancing effective consciousleadership. They help leaders to understand their personal strengthsand weaknesses. With such knowledge, a conscious leader stands abetter position to understand how his/ her actions affect others. Aleader with high emotional intelligence can reveal his/ her emotionsor restrain them whenever the need arises (Goleman, 2013). Thesethree aspects play a major role in conscious leadership since theyboost the morale of the leader. The leader remains motivated becausehe/ she is well aware of what motivates him/ her and the demotivatingfactors. He/ she, therefore, maximizes on the former and minimizes onthe latter.
The results ofthe emotional intelligence test appears as depicted in the figurebelow:
Figure 1:Emotional Intelligence Test Results
From the above results, it is well evident that my level of emotionalintelligence intermediate. I can portray both positive and negativeemotions at the same time. This implies that I rarely keep grudgesand emotional issues with colleagues are sorted as soon as they occur(Goleman, 2013).
The figure belowprovides the results of my personality assessment:
Figure 2:Personality Assessment Results
From the above presentation, it is evident that my personal traitsare an ideal combination of both roughness and mildnesscharacteristics. This implies that I can be a contestant, tough,aggressive and resigning, smooth and harmonious depending on thesituation at hand (Western, 2013).
The figure belowshows the results of my learning assessment test:
Figure 3:Learning Styles Assessment Results
From the above results, it is evident that I have a multimodallearning preference. This implies that I can effectively learn usingeither visual, aural, read-write or kinesthetic strategies. I am notlimited to any single mode.
The figure belowsummarizes the results of an assessment of my values:
Figure 4: ValueAssessment results
All my values fall under the same category. None of them dominatesthe others, and none is minor to the others. I have influencingvalues such as social, theoretical, realistic, aesthetic, politicaland traditional values.
In spite of the fact that there were no final results for thecultural competency test, I realized that I have the beliefs,attitudes, values and practices that promote cultural and linguisticcompetence. This followed after the provision that those whoresponded with more ‘rarely/ never’ than other responses did nothave such.
The above results represent who I am as a conscious leader, and theywill inspire me by helping me to capitalize on my strengths as Iminimize on the weaknesses. From the above tests, I have come torealize that my emotions are suitable for any environment. I canportray either negative or positive emotion depending on thesituation. This is a great insight. It implies that I can work withanyone in the organization since my attitude is not constant it isdependent on a person’s attitude towards me. Self-awareness willinfluence my values by compelling me to cling to them in astronger way than before.
The self-assessment exercise is considerably significant to myindividual behavior as it will help me rectify what I do not likeabout myself and affirm what I like. The results will also enable meto ameliorate my negative attributes to ensure that I do not annoyothers. I have learned of my ability to manage others in theworkplace because I cooperate and work together with all individualsirrespective of their emotions. It takes self-discipline for me toeffectively management myself. I have learned that it is easier forme to manage others than it is to manage myself.
To wrap things up, successful conscious leaders are well aware ofthemselves they are emotionally intelligent, and they have uniquetraits that enable them to successfully exercise their leadership.Self-awareness, self-concept, emotional intelligence and culturalcompetence enable conscious leaders todeal with people successfully. Besides, knowing oneself facilitatescapitalizing on one`s strengths and ameliorating the weaknesses(Leary & Tangney, 2012). By learning an individual’s bestlearning methods, one stands a better position to acquire moreknowledge within a short period than before. Learning becomes easy,effective and efficient. To a large extent, learners who use theirmost appropriate methods for learning enjoy learning than those whodo not.
Goleman, D. (2013). Emotional Intelligence: Issues in ParadigmBuilding (1st ed.). Amazon. Retrieved fromhttp://www.eiconsortium.org/pdf/emotional_intelligence_paradigm_building.pdf
Hattie, J. (2014). Self-concept. Psychology Press. Retrievedfromhttps://books.google.co.ke/books?id=Vh0BAwAAQBAJ&printsec=frontcover&dq=Self-concept&hl=en&sa=X&redir_esc=y#v=onepage&q=Self-concept&f=false
Leary, M. & Tangney, J. (2012). Handbook of Self and Identity(2nd ed.). New York, NY 20012: The Guilford Press. Retrieved fromhttps://dornsife.usc.edu/assets/sites/782/docs/handbook_of_self_and_identity_-_second_edition_-_ch._4_pp._69-104_38_pages.pdf
Mackey, J., & Sisodia, R. (2014). Conscious capitalism, with anew preface by the authors: Liberating the heroic spirit of business.Harvard Business Review Press. Retrieved fromhttps://books.google.co.ke/books?id=KZvBAgAAQBAJ&printsec=frontcover&dq=Conscious+capitalism,+with+a+new+preface+by+the+authors:+Liberating+the+heroic+spirit+of+business.&hl=en&sa=X&redir_esc=y#v=onepage&q=Conscious%20capitalism%2C%20with%20a%20new%20preface%20by%20the%20authors%3A%20Liberating%20the%20heroic%20spirit%20of%20business.&f=false
Western, S. (2013). Leadership: A Critical Text (1st ed.).Sage. Retrieved fromhttp://www.ford-consulting.co.uk/media/9810/leadership_a_critical_text.pdf