Personal Assessment and Career Development
Term Project
Personal Assessment and Career Development
Michael Jennings
PSYC305: Motivation and Leadership
Instructor: Russell Winterbotham
April 22, 2009
Self Awareness: Values
Values are basic convictions of what is right, good, or desirable. The values that are most central and critical to how I approach work would include self-respect and security as my terminal values. For instrumental values, I rate truthfulness and dependability very highly. I base this value structure in terms of my career aspirations. Specifically, to the degree that I think my values align with those of successful people in the field to which I aspire. And the conflicts, if any, that I see between my values and the values espoused by people in the field which I aspire to work.
Motivation Insights
A persisting, positive state of motivation and fulfillment can be measured through growth from work engagement. I consider myself to be engaged and willing to devote considerable time to my work, dedicated and persist in the face of obstacles, inspired by and proud of my work, and immersed and absorbed while performing my work.
My attitude toward achievement is emphasized on the display of conspicuous success. I’m on middle ground when it comes to favoring successful people fall. Also, when favoring the reward of the successful I have the same viewpoint. Although Australians value achievement, they are ambivalent about its public expression. They tend to enjoy seeing the conspicuously successful fall from grace.
Self-efficacy is my belief that I’m capable of successfully performing a task. I would rate my level of self-efficacy to be strong. I tend to be confident when facing new tasks or challenges and likely to try hard to master the challenge.
Leadership
There are two types of leadership styles: task-orientation and people-orientation. Task-orientation is concerned with getting the job done, while
Personal Assessment and Career Development
Michael Jennings
PSYC305: Motivation and Leadership
Instructor: Russell Winterbotham
April 22, 2009
Self Awareness: Values
Values are basic convictions of what is right, good, or desirable. The values that are most central and critical to how I approach work would include self-respect and security as my terminal values. For instrumental values, I rate truthfulness and dependability very highly. I base this value structure in terms of my career aspirations. Specifically, to the degree that I think my values align with those of successful people in the field to which I aspire. And the conflicts, if any, that I see between my values and the values espoused by people in the field which I aspire to work.
Motivation Insights
A persisting, positive state of motivation and fulfillment can be measured through growth from work engagement. I consider myself to be engaged and willing to devote considerable time to my work, dedicated and persist in the face of obstacles, inspired by and proud of my work, and immersed and absorbed while performing my work.
My attitude toward achievement is emphasized on the display of conspicuous success. I’m on middle ground when it comes to favoring successful people fall. Also, when favoring the reward of the successful I have the same viewpoint. Although Australians value achievement, they are ambivalent about its public expression. They tend to enjoy seeing the conspicuously successful fall from grace.
Self-efficacy is my belief that I’m capable of successfully performing a task. I would rate my level of self-efficacy to be strong. I tend to be confident when facing new tasks or challenges and likely to try hard to master the challenge.
Leadership
There are two types of leadership styles: task-orientation and people-orientation. Task-orientation is concerned with getting the job done, while
Bibliography: Page M. Rokeach, The Nature of Human Values (New York: Free Press, 1973). W.B. Schaufeli, M. Salanova, V. Gonzalez-Roma, and A.B. Bakker, “The Measurement of Engagement and Burnout: A Two-Sample Confirmatory Factor Analytic Approach”, Journal of Happiness Studies 2002, pp. 71-92. N.T. Feather, “Attitudes Toward the High Achiever : The Fall of the Tall Poppy,” Australian Journal of Psychology, Vol. 41, 1989, pp. 239-67. M. Sherer, J.E. Maddux, B. Mercandante, S. Prentice- Dunn, B. Jacobs, and R.W. Rogers, “ The Self-Efficacy Scale : Construction and Validation,” Psychological Reports, vol. 51, 1982, pp. 663-71. J.W. Pfeiffer and J.E. Jones, A Handbook of Structural Experiences for Human Relations Training, Vol.1 (Revised) San Diego, CA: University Associates Press, 1974. T.R. Hinken and C.A. Schriesheim, “Development and Application of New Scales to Measure the French and Raven (1959) Bases of Social Power,” Journal of Applied Psychology, August 1989, pp.561-67 S.P. Robbins, Organizational Behavior, 8th edition (Upper Saddle River, NJ: Prentice Hall, 1998) p. 617 G.M. Spreitzer, M.W. McCall Jr., and J.D. Mahoney, “Early Identification of International Executive Potential,” Journal of Applied Psychology, February 1997, pp.6-29