OL 600 Module Six Journal Guidelines And Rubric: Self-Analys

Ol 600 Module Six Journal Guidelines And Rubricself Analysis Behavior

For this journal task, you will conduct a self-reflection of your current strengths and skill gaps related to the behavioral competencies within the SHRM Interpersonal cluster. The competencies in the Interpersonal cluster are relationship management, communications, and global mindset. You will also suggest ways to improve upon your weaknesses. This activity will help you practice the use of behavioral competencies necessary to complete your final project. Journals are private between each student and the instructor and will be graded individually.

First, review the required module resources, examining the behavioral competencies within the Interpersonal cluster. Once familiar with this cluster, conduct a self-reflection and analysis by responding to these questions:

• Strengths: What are your areas of strength within the Interpersonal cluster, and how did you determine this strength? Provide supporting examples.
• Weaknesses: What are your areas of weakness within the Interpersonal cluster, and how did you determine this weakness? Provide supporting examples.
• Strategies: What are your strategies for developing skills in the Interpersonal cluster to address your skill gaps? Include supporting examples and information from your research.

Your instructor will provide feedback on your self-reflection and offer recommendations for skill development. Submit your assignment as a Word document, formatted with double spacing, 12-point Times New Roman font, and one-inch margins. Dedicate at least one paragraph to each of the three questions above.

Paper For Above instruction

The development of strong interpersonal skills is essential for effective leadership and success in organizational environments. The SHRM Interpersonal cluster encompasses relationship management, communication, and global mindset—key competencies that influence how individuals interact, influence, and lead across diverse settings. Conducting a self-assessment helps identify personal strengths and areas for improvement, enabling targeted professional development to enhance these crucial skills.

Strengths in the Interpersonal Cluster

My primary strengths within the Interpersonal cluster revolve around effective communication and relationship management. I have consistently demonstrated the ability to listen actively, interpret non-verbal cues, and articulate ideas clearly, fostering positive interactions with colleagues and clients. For example, during a recent project team meeting, I facilitated open dialogue by encouraging quieter team members to share their perspectives, which led to innovative solutions and strengthened team cohesion. According to Goleman (2006), emotional intelligence—here, social skills—is vital for successful relationship management, a trait I have nurtured through active listening and empathy. These skills have been reinforced through feedback from peers and supervisors, highlighting my ability to manage conflicts constructively and maintain professional relationships over time.

Weaknesses in the Interpersonal Cluster

Despite my strengths, I recognize that my global mindset requires development. While I am comfortable working within familiar cultural contexts, I sometimes struggle with adapting my communication style in intercultural settings. For example, during an international virtual collaboration, I experienced misunderstandings due to differences in communicative norms, which hindered project progress. I attribute this weakness to limited exposure to diverse cultural practices and insufficient knowledge of cultural intelligence (CQ). Researchers such as Earley and Ang (2003) emphasize the importance of cultural awareness and adaptability, suggesting that a global mindset is vital in today’s interconnected world. Recognizing this gap, I am committed to expanding my intercultural experiences and learning to better navigate diverse environments.

Strategies for Development

To improve my global mindset and overall interpersonal skills, I plan to pursue intercultural competence training and seek out opportunities for global engagement. This includes participating in multicultural projects, attending workshops, and reading scholarly literature on cultural intelligence. According to Van Dyne, Ang, and Linn (2010), enhancing CQ involves developing cognitive, physical, and emotional aspects of intercultural interaction. Additionally, I aim to practice reflective listening and adapt my communication style based on cultural contexts, supported by research from Gudykunst (2004), who advocates for increased intercultural awareness through experiential learning. Building a diverse network of colleagues, mentors, and cultural ambassadors will further enhance my ability to manage cross-cultural relationships effectively. As I strengthen these competencies, I expect to become a more adaptable and globally minded professional capable of leading in diverse environments.

Overall, self-awareness regarding interpersonal strengths and weaknesses provides a foundation for intentional growth. By leveraging my communication and relationship management strengths and actively addressing my gaps in cultural adaptability, I can develop a more comprehensive skill set aligned with the evolving demands of global organizations. Continuous learning, practical application, and seeking feedback are essential components of this developmental journey, ensuring that I evolve into a culturally competent and emotionally intelligent leader well-equipped to foster positive relationships across organizational boundaries.

References

• Earley, P. C., & Ang, S. (2003). Cultural Intelligence: Individual Interactions Across Cultures. Stanford Business Books.
• Goleman, D. (2006). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
• Gudykunst, W. B. (2004). Bridging Differences: Effective Intergroup Communication. Sage Publications.
• Van Dyne, L., Ang, S., & Linn, L. (2010). Cultural intelligence: Its measurement and effects on cultural judgment and decision making. Group & Organization Management, 35(4), 456-486.
• Rockstuhl, T., Seiler, S., Ang, S., Van Dyne, L., & Annen, H. (2011). Beyond general intelligence (IQ) and emotional intelligence (EI): The role of cultural intelligence (CQ) on cross-border leadership effectiveness in multicultural teams. Journal of Applied Psychology, 96(4), 717–731.
• Livermore, D. (2015). Leading with Cultural Intelligence: The Real Secret to Global Success. AMACOM.
• Meyer, E. (2014). The Culture Map: Breaking Through the Invisible Boundaries of Global Business. PublicAffairs.
• Thomas, D. C., & Inkson, K. (2009). Cultural Intelligence: Living and Working Globally. Berrett-Koehler Publishers.
• Carroll, A. B. (2015). Business and society: Ethics, sustainability, and stakeholder management. Cengage Learning.
• Steers, R. M., Sanchez-Runde, C. J., & Nardon, L. (2010). Challenging the Leadership Paradigm. Routledge.