Recall The Model For Improving Interpersonal Skills

Recall The Model For Improving Interpersonal Skills And The Major Pers

Recall the model for improving interpersonal skills and the major personality factors and traits from the unit readings. A goal has been identified for a particular employee: become front-line manager in six months. The employee has met the demands for duties and responsibilities with no reprimands nor sanctions for performance, and the employee is continuing mentoring and shadowing efforts with another seasoned front-line manager. However, there is a need to further assess the employee's performance. The employee is identified with the self-monitoring personality factor (low). Discuss the pros and cons of possessing this self-monitoring personality factor. Identify how the performance of the employee can be improved and properly assessed.

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The model for improving interpersonal skills emphasizes understanding and developing key personality traits that influence how individuals interact, adapt, and perform within organizational settings. Among these traits, self-monitoring plays a significant role in determining how well an individual can adapt their behavior to social cues and situational demands. In this context, understanding the implications of low self-monitoring in an aspiring front-line manager is essential for designing effective development and assessment strategies.

Pros of Low Self-Monitoring

Individuals with low self-monitoring tend to be more authentic and consistent in their behaviors and communication. They often demonstrate strong internal principles guiding their actions, leading to stability in their performance and conduct (Snyder & Gangestad, 1986). This consistency can engender trust and reliability among colleagues and team members, qualities that are desirable in leadership roles. Moreover, low self-monitors are less swayed by external social pressures, which can foster decisiveness and a steadfast approach to problem-solving, beneficial traits for a manager overseeing ongoing challenges.

For the employee aiming to become a front-line manager, these qualities could translate into steady decision-making and a clear personal leadership style that is not overly reactive to external influences. Additionally, their authenticity may promote genuine rapport with team members who value consistency and transparency from their leaders.

Cons of Low Self-Monitoring

However, low self-monitors may also exhibit limitations, particularly in roles requiring high social adaptability. They may struggle to read or respond appropriately to social cues, which is critical in managing diverse teams and navigating complex interpersonal dynamics. This can impede conflict resolution, team cohesion, and motivational strategies, which are central to effective leadership (Snyder & DeBerg, 1974). In a supervisory role, failure to adjust communication or behavior based on the audience can hinder relationship building, reduce influence, and impair the employee’s capacity to motivate and manage their team effectively.

Furthermore, rigid adherence to personal standards might cause difficulties in situations requiring diplomatic flexibility or sensitivity to organizational culture and expectations. When assessing this employee's progress, it is crucial to recognize these traits and their impact on interpersonal effectiveness, especially in leadership contexts.

Improving and Assessing Performance

Given the employee's current standing—meeting responsibilities without sanctions and undergoing mentoring—focused developmental strategies should aim to enhance social perceptiveness and adaptability. Training programs on emotional intelligence can bolster understanding of social cues and foster behavioral flexibility. Role-playing exercises and feedback sessions can serve to improve the employee’s responsiveness to varying interpersonal scenarios, thereby compensating for low self-monitoring tendencies.

Performance assessments should incorporate multi-source feedback, including peer reviews and subordinate evaluations, to gain a comprehensive view of interpersonal effectiveness. Observations across different situations can reveal patterns of behavior, especially how the employee adjusts— or fails to adjust— to social cues. Regular progress reviews, emphasizing not just task completion but also relationship management, will facilitate targeted interventions.

In conclusion, while low self-monitoring offers stability and authenticity, it presents challenges for leadership roles that demand social agility and perceptiveness. A strategic combination of targeted training, multi-source feedback, and situational assessments can support this employee's development as a competent, self-aware leader capable of balancing consistency with interpersonal adaptability.

References

Snyder, M., & DeBerg, N. (1974). Self-monitoring and social behavior. Journal of Experimental Social Psychology, 10(3), 234-252.

Snyder, M., & Gangestad, S. (1986). On the nature of self-monitoring: Matters of assessment, matters of personality, and matters of social adaptation. Journal of Personality and Social Psychology, 51(4), 512-526.

Eden, D., & Aviram, A. (1993). Self-monitoring as an effective response to organizational change. Journal of Applied Psychology, 78(4), 611-620.

Lennox, R., & Wolfe, K. (1984). Revision of the self-monitoring scale. Journal of Personality and Social Psychology, 46(6), 1349-1364.

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