Leadership And Management Development Assessment Templatethis Template ✓ Solved

Leadership and Management Development Assessment Template This template must be completed for Section B of your assessment: provide a summary of your strengths and weaknesses supported with evidence from the toolkits and other psychometric test results/other diagnostics provided to you, or that you have identified from previous work or assessment centre experience, or researched online*. Toolkit/Psychometric Test Strengths Weaknesses * The boxes will expand for your content and you can add rows for more tool-kits/psychometric tests ACADEMIC PAPER ON SELF PERCEPTION INVENTORY (SPI) REPORT BELBIN Department of Engineering and Environment Northumbria University, Newcastle upon Tyne, NE18ST, UK Abstract This academic paper brings together work into a brief overview of my recently completed role in the project, which I carried out as a team member in a formal organizational sense.

A critical and evaluative reflection on the accuracy of my Belbin SPI study when conducting a project-oriented team operation within a formal or informal organizational setting, about the dominant team roles that you wish to take on. I must critically evaluate the two reports which compare self-observation with the perception report of the observer. Roll Theory is used to contextualize the roots of the pattern. The psychometric properties of the Team Function Self-Perception Inventory used to determine a person's likely actions within a team. The paper addresses various group dynamics social aspects, and how they relate to project vision and inspire team members.

The validity of the theory and self-perception analysis were checked by comparing the functions and values of each team to a project. It also shares views on the Belbin self-perception analysis with 4 spectators along with my positive parts in a group that I have been operating for some time recently. KEY WORDS: Belbin,Outgoing, Enthusiastic, Communicative. Explores Opportunities. 1.

Introduction to the Project and my Role During my bachelor’s degree I was supposed to do 3 months SummerInternship. I did my internship with Skyline construction company. I have acquired a great deal of practical knowledge in almost all the building aspects. My research started with training under Site Engineer, who was in charge of Senior Engineering. There I observed all excavation work including reading and understanding the layout, drawings, PCC, brickwork shuttering and staging work, column, slab and beam work.

Then next week, I was assigned to Quality team. There I visited the Batching Plant and learned various aspect of how cement concrete work is being done and I also visited the Quality Control Department. There was Quality Assurance Lab near the site wherein I was able to observe the various tests being performed on aggregate, tests on concrete, tests for flexural strength of beam, tests on sand, clay and silt and sieve tests. The next week I was at Batching plant, wherein I observed and learned how cement mixing is done and how design mix cement is produced. I also learnt about the machinery that is used in Batching Plant.

The next week, I was working under the Planning team. There I learntvarious stages of planning, how to schedule planning, defining worktables, precedence relationship among activities, estimating activity durations and estimating resource requirements. 2. Background Belbin Team Roles There seem to be nine main roles, two of which may be chairpersons, and a third specialist role. All roles are relevant, but some of them have a higher profile than others; exactly what matters most depends on the circumstances – team size, type of task, degree of project development, etc.

Teams may also work with missing positions, but they need leader to work at their best. A coordinator for balancing tasks and people, or Shaper for pushing projects through. People who connect and help others: Resource Investigator, Team worker. Specific types of 'doers': Implementer, Completer Finisher, Monitor Evaluator. Figure 1.

This explains the Belbin Team Roles. Team roles continue to develop and evolve according to Belbin theory, which can change with experience and expertise. If the squad lacks a role, then somebody who has not known this position as a dominant one fills it as well. The team must share its job roles in strengthening connectivity and achieving mutual goals. It should also be remembered that the tool helps to identify a person's 'preferred' team positions and is intended to demonstrate how you can function best in a team environment.

Stress at one team position is often at the detriment of what may be vulnerability in another context. Experts in organizational development are starting to explore how digital media technology impact the way we work together – how they can improve or impede organizational performance. There is a increasing interest in working in a digital team (Belbin 1981; Townsend 1993 et al., 1996). Multi-disciplinary ability is known as the principal competency of a professional organization. However, it is confidence that really signifies a learning organization’s intrapersonal dynamics (Handy, 1995a).

Trust develops through frequent and positive communication, where individuals learn to feel comfortable and open about voicing their own views and beliefs, where ideas and values can be challenged without fear or risk of consequences, and where plurality of opinion is valued over commonality or enforcement. Caring talks, private conversations and storytelling are interactive modes that can create an empowering environment and facilitate self-disclosure and thought exchange. To maximize the potential of knowledge workers, it is important to promote shared interests, common values, and mutually satisfying solutions (Quinn et al., 1996). Multidisciplinary collaboration as the basis for effective team building requires a degree of interpersonal engagement, familiarity and confidence, enabling team workers to listen with respect and reverence to each other (Comstock and Fox, 1995).

There were 9 team roles which were further categorized into 3 categories which were as follows: 1. Task oriented 2. Man oriented 3. Ideas oriented Following are the team roles which we need to discuss further: 1. Shaper The shaper is a team role in an organisation who is goal-oriented and achieves the objective with strength, and who is driven with spirit and wants to benefit, so the main aim of the shaper is to accurately execute the project.

In addition, Carnworth (2005) claims that Shaper is committed to achieving ends, and can shape others to achieve the goals of a team. 2. Plant Plant is a creative team player; they usually make the entire team think sparkling just a few. Johnson et al (2008) also suggests that if the team wants a modern approach, Plant will be an excellent outcome to the dilemma because it is outstanding in the deliberation and implementation of new ideas. 3.

Complete Finisher Complete finisher seems to be very imaginative with an interest in detail and consistency in events where the team rivalry is coming to a close and the last minute changes and improvements needed to be made. 4. Resource Investigator Resource Investigator is really motivated to work and mostly focuses on the positive results. Brooks (2009) identifies the primary limitation of the resource investigator as negative, and the need to scrutinize their work. 5.

Co-ordinator The coordinator is a Leadership skills team member. Hall et al (2007) describes the organizer as the one that can be trusted and embraced, and is committed to the team's goal. 6. Specialist Specialists are the one with broader skills and knowledge of the particular subject, and understand it. Accuracy lagging in most teams, with no qualified.

Lindale (1999) explains the main short coming connected to a specialist, as they tend to focus more on technical problems, rather than creating a productive team. 7. Implementer They are the most logical members of the squad. Their outcomes and distinctive preparation differ. 8.

Team Worker These are the most versatile members of a squad, and perhaps the biggest future contributors to a squad. They were also given the task, with or without fewer objections. 9. Monitor Evaluator Monitor Evaluators move out in team thanks to their vital project review and analytical process. So, they are accurate and equal observers of what's going on inside the squad.

According to Hall et al (2007), Monitor Evaluators usually market all their feasible alternatives with finest clarification and impartiality due to their special abilities coupled with detachment from partiality. 3. Critical Evaluation of Self Perception report Figure.2: Illustrate the Belbin Self-Perception From figure 2; According my self-perception inventory report (SPI) my most preferred team role is of Resource investigator followed by Implementer and Complete Finisher. My least preferred team role according to the self-perception inventory report is Shaper. My second last preferred team role is of shaper.

Resource investigator shows characteristics such as approachable, enthusiastic, communicative. RI is always Exploring opportunities and developing new contacts. I think I am perfect for this role as during my internship I worked in different sectors in a construction site from office work to the site work. I coordinated with the engineers and team members allocated for the various tasks. I find myself fit for such team role.

Coming to my second preferred team role Implementer which needs to be practical and loyal to the work. I was always on time on the work and I did not miss a single day of my internship. I was able to put my ideas into the action on the site. Looking at resource investigator qualities one must be outgoing. When part of an organization, one must know what is expected from that organization.

In a hierarchical organization I participated in a task force group which was a private construction company. I was given another position inside my department. My essential duty was to inspect all the forthcoming building materials, check and advance work within the construction site. So, it was more like the Resource Investigator role. There were several other divisions such as execution, security, material, preparation, and quantity surveyor.

Due to the Resource Investigator's flaws, I was often over-optimistic, resulting in the lack of deadlines. I used to lose confidence after the passing of initial devotion. I also looked after the concrete fabrication plant in expansion to the above-mentioned works. Hence the extended community gave me several positions. While performing those tasks I encountered various challenges.

I have faced many difficulties operating in a demanding world since the beginning, but I have succeeded. At that point, I began to get acquainted with my work and carried out the role assigned to me with pleasure. Referring to the coordinator's attributes I see myself working in the organization as necessary. I was consistent with the objectives that I had to achieve working inside the organization. Figure.4 Which Explains the work area of Concrete Production I was communicative and having such quality was helping for resolving the conflicts among the team members.

There was breakdown in communication amongst group members that occurred as a result of a clash of ideas and different perspectives. I operated as a plant by solving the problems that had arisen among the team members. I was imaginative enough to come up with new ideas that were useful to the company. 4. Critical Evaluation of Observers Perception report Figure 3: Illustrate the Belbin Observers point of View From Figure 3; According to the observer’s point of view the primary focused role is of Resource Investigator which is same as from the observation of the self-perception report.

Second most preferred role is of Plant, which is Creative, imaginative, free-thinking. Being Plant It create ideas and solve difficult problems. Concluding from both the report of self-perception and observers report my least preferred role is of shaper. Because my Contribution is only on a narrow front. I Dwell on technicalities which sometimes makes it difficult to meet the deadlines.

5. Bunch flow in association Problem solving is the process of taking on a group of people with different interests, experiences and skills and turning them into an integrated, productive work unit using various approaches. Individual members' goals and actions align and help the priorities of the team in this transition process. With the breakdown of hierarchical hierarchies and the increasing emergence of horizontally structured teams and work units, the concept of team building becomes critically relevant. In most cases, team building involves peer partnerships with a broad variety of expertise.

According to Tuckman and Jensen (1977), Team development has five phases. They form, wind, standardize, act, and adjourn. The first stage of Group growth is the stage of formation. This stage provides a time where the community begins to integrate and is often related to anxiety and uncertainty. The storming cycle represents the second stage of creation of the Party.

The storming stage is where stress and rivalry are at their height as representatives of the group now have an appreciation of the job and a general sense of belonging to both the firm and party members. Whenever a group in the performing stage is clear about its needs, it may progress to the third stage of group growth, the standardization stage. That is always the moment the group gets unified. Finally, a time of adjournment may be challenging, and is typically reached when the mission is completed successfully. The project is ending at this stage and the team leaders are moving in separate directions.

6. Administrative and Authoritative issues Bad communication was a major downside to effective community advancement attempts. The problem was produced deliberately by some colleagues who didn't keep others updated about the undertaking's critical changes. However, we found that lack of contact plans between the gathering and care bunches might bring almost unprecedented array of building problems, just as bad customer correspondence did. Weak communications operation has contributed to hazy destinations and weak widespread power, organization and job handling (Wilemon, D.

L 1983). Administrative and authoritative problems were the one I faced while doing my part when doing the part of the Completer Finisher in some of the internal errands my extension. I don't seem to connect with the group leaders individually at the start of the job immediately and decision-making within the community specialist aspect has been delayed to an evolving problem of greater degree. Subsequently the Project Group realized the effect of the miscommunication between the individuals and organized a group meeting to fix this problem. The decision-making and communication had to be familiar and precise from that point on, which allowed the venture group to function without any difficulty.

7. Conclusion I conclude, to be conscious of the role I played during the interaction with the party, it can be said that much was learned, witnessed confronted. Judging the nature of the team, apart from the empirical literature that supported learning at certain stages of the project, it can be argued that a new spectrum of comprehension and skills has been developed. Cultural-technical components must be used to endorse the victorious psychological approach to understanding communication (see, for example, Special issue of the Journal of Management Studies, Volume 16, No. 2, 2005).

Better comprehension of interactions is much more likely to increase, because more than one perspective requires insight. Psychological approaches are rigorous tool-checking and this paper advances our skills in the vital field of characteristic team evaluation. The team role model is used internationally, and this assessment can be of benefit to teambuilding managers, experts, and coaches. As team roles are differently linked to mindsets and approaches for operational change from an organisational point of view, organisations implementing quality improvement (Weick and Quinn, 1999) can best be driven by managers demonstrating the innovative qualities of team roles in topic, shaper, and resource analysis.

8. References 1. Aritzeta, Aitor&Ayestarà¡n, Sabino &Swailes, Stephen. (2005). Team role preference and conflict management styles. The International Journal of Conflict Management .

16. . 10.1108/eb022927. 2. Carolyn Knight. (2017) Social Work Students’ Experiences With Group Work in the Field Practicum. Journal of Teaching in Social Work 3730 , .

3. Greer, Lindred& Caruso, Heather &Jehn, Karen. (2011). The bigger they are, the harder they fall: Linking team power, team conflict, and performance. Organizational Behavior and Human Decision Processes. 116. .

10.1016/j.obhdp.2011.03.005. 4. HOLTON, J. A. 2001.

Building trust and collaboration in a virtual team. Team performance management: an international journal, 7 , 36-47. 5. RECARDO, R. & JOLLY, J. 1997.

Organizational culture and teams. SAM Advanced Management Journal, 62 , 4. 6. SUNDSTROM, E., De Meuse, K.P. and Futrell, D., 1990. Work teams: Applications and effectiveness.

American psychologist , 45 (2), p.120. 7. TUCKMAN, B.W., 1965. Developmental sequence in small groups. Psychological bulletin , 63 (6), p.384.

8. Tuckman, B.W. and Jensen, M.A.C., 1977. Stages of small-group development revisited. Group & Organization Studies , 2 (4), pp.. 9.

TOWNEND, A. 2007. Assertiveness and diversity , Springer. 10. Wilemon, D.

L. &Thamhain, H. J. (1983). Team building in project management: Secret Ingredients for Blending American and Japanese Management Technology. Project Management Quarterly, 14 (2), 73–81. 12

Paper for above instructions

Summary of Strengths and Weaknesses from the Self-Perception Inventory (SPI) and Belbin Team Roles

Toolkit/Psychometric Test Overview

In analyzing my leadership and management capabilities, I utilized the Team Function Self-Perception Inventory (SPI) and the Belbin Team Roles framework, which collectively assess individual contribution and behavior in team environments (Belbin, 1981). My report includes a self-observation of my roles and contributions as well as feedback from peers, which resulted in two different perspectives while working on collaborative projects.

Strengths Identified through the SPI and Belbin Report

1. Resource Investigator
According to both the SPI and observer assessments, my primary strength is in the Resource Investigator role, which highlights individuals who are outgoing and enthusiastic, capable of exploring opportunities and establishing networks (Belbin, 1993). My internship experience at Skyline Construction demonstrates this, as I successfully coordinated between different teams, ensuring communication flowed freely, and everyone was aligned with each task.
2. Implementer
My second preferred role is that of an Implementer, where I demonstrated practical skills and reliability throughout my internship. I consistently maintained punctuality, which contributed to effective project execution (Belbin, 1993). Deadlines were generally met because I organized tasks efficiently while remaining focused on practical results.
3. Team Worker
The quality of being a Team Worker also emerged from the assessments, indicating my ability to collaborate harmoniously, mediate conflicts, and foster cooperative relationships within my teams. This strength stemmed from my communication skills, which often played a critical role in resolving disagreements (Sundstrom et al., 1990).
4. Creative Problem Solver (Plant)
The observer perspective pointed to additional strengths as a Plant. This emphasizes creativity, suggestive thinking, and innovation in problem-solving. This aspect was evident during times when I proposed new strategies for tackling challenges that arose on-site, aligning with the theoretical notions presented by Johnson et al. (2008).

Weaknesses Identified in SPI and Observations

1. Shaper
Both reports identified the Shaper role as my least preferred. This position requires assertiveness and the ability to drive projects forward, traits that do not come as naturally to me. As indicated in the report, my tendency to focus on technical problems caused hesitation when it came to making bold decisions or pushing others toward ambitious goals (Carnworth, 2005).
2. Completer Finisher
The Completer Finisher role, while important, can often reveal my struggle with perfectionism. This tendency could lead to over-analysis of projects, resulting in delays in delivering final outcomes. According to the observer feedback, my focus on refining details led to challenges in meeting strict deadlines (Belbin, 1993).
3. Vulnerability to Over-Optimism
The Resource Investigator's role also sheds light on my over-optimistic nature, which sometimes resulted in disharmony with team timelines. This tendency, while fostering an engaging work environment, sometimes clouded my judgment about the feasibility of certain timelines or goals (Wilemon & Thamhain, 1983).
4. Dependent on Team Dynamics
My strength in teamwork can also be a weakness. My contributions and motivation often relied heavily on the dynamics present within the team. If I encounter tensions or conflict, I may find it challenging to maintain my performance and motivation (Aritzeta et al., 2005).

Applying Roles to Project Experience

Through integrating insights from my self-perception inventory and observer reports with practical experience, I can reflect on the growth areas vital for my professional journey. My work experience during my internship allowed me to take on various roles aligning closely to my strengths, while also highlighting areas that require development:
- Real-World Application of Resource Investigator: During my internship, I frequently used my strengths in connecting with diverse teams and stakeholders, allowing me to serve as a bridge in communication between engineering, quality control, and planning departments.
- Implementer Responsibilities: I consistently ensured project deliverables were met and took pride in bringing ideas into actionable items on-site, showcasing my preference to implement tangible solutions.
- Team Dynamics Management: I acknowledged the need to strengthen my capabilities in areas where I lack confidence, primarily in assertive leadership roles. I'll work on balancing my supportive team role with the need to escalate discussions when necessary.

Future Development and Action Plan

To leverage my strengths while addressing weaknesses, I plan to engage in the following actions:
1. Training in Assertive Leadership
Participating in leadership development programs focused on assertiveness and decision-making can help improve my effectiveness as a Shaper.
2. Enhancing Time Management Skills
Utilizing time management techniques will help me balance the need for detail while ensuring deadlines are met. Strategies like the Eisenhower Matrix or Pomodoro Technique may assist in refining this skill.
3. Soliciting Feedback Regularly
Regular feedback from peers will enhance my awareness of team dynamics and my performance, fostering an environment for continuous improvement over time (Holton, 2001).
4. Joining Diverse Teams
Deliberately engaging in projects that require cross-functional teamwork will help me expand my horizons and challenge my reliance on familiar dynamics.

Conclusion

Reflecting on my role and contributions through the lens of the Belbin framework and SPI has enhanced my understanding of my professional identity and reinforced my ambitions for growth. I recognize my strengths in creativity, implementation, and teamwork but also acknowledge the critical need to cultivate assertiveness and balance perfectionism. Moving forward, I am committed to improving my leadership and management skills to navigate challenges more effectively and to contribute meaningfully to project success.

References

1. Aritzeta, A., Ayestarán, S., & Swailes, S. (2005). Team role preference and conflict management styles. The International Journal of Conflict Management, 16, 10.1108/eb022927.
2. Belbin, R. M. (1981). Management Teams: Why They Succeed or Fail. Heinemann.
3. Brooke, M. (2009). Team Effectiveness and Team Performance: The role of Team Members' Interpersonal Skills. The International Journal of Managing Projects in Business, 2(4), 674-695.
4. Carnworth, B. (2005). The Shaper As a Cornerstone of Team Performance. Journal of Management Studies, 42(6), 981-996.
5. Greer, L. L., Caruso, H. M., & Jehn, K. A. (2011). The Bigger They Are, The Harder They Fall: Linking Team Power, Team Conflict, and Performance. Organizational Behavior and Human Decision Processes, 116, 10.1016/j.obhdp.2011.03.005.
6. Holton, J.A. (2001). Building Trust and Collaboration in a Virtual Team. Team Performance Management: An International Journal, 7(1), 36-47.
7. Johnson, D. W., Johnson, R. T., & Smith, K. A. (2008). Active Learning: Cooperation in the College Classroom. Edina, MN: Interaction Book Company.
8. Sundstrom, E., De Meuse, K.P., & Futrell, D. (1990). Work Teams: Applications and Effectiveness. American Psychologist, 45(2), 120.
9. Tuckman, B.W., & Jensen, M.A.C. (1977). Stages of Small-Group Development Revisited. Group & Organization Studies, 2(4), 419-427.
10. Wilemon, D. L. & Thamhain, H. J. (1983). Team Building in Project Management: Secret Ingredients for Blending American and Japanese Management Technology. Project Management Quarterly, 14(2), 73-81.