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<br />(9) High <br /> <br />up is effective, if perhaps not systematic; has some tendency to not delegate <br />certain "pet" matters; is aware of the needs and desires of others and has gained <br />the support of some employees. <br /> <br />Has an obvious, strong, and well-balanced drive for leadership and, with it, <br />excellent group skills, timing, and group sensitivities; takes charge and/or is <br />given charge very naturally in almost any group activity with excellent group <br />responsiveness; enjoys and capitalizes on the benefits of delegation; delegation is <br />extremely clear, systematic, and governed by good follow-up and control; <br />establishes high standards for self and others; has the support and <br />understanding of almost everyone in his department. <br /> <br />Personal Characteristics <br /> <br />(1) Low <br /> <br />(5) Medium <br /> <br />(9) High <br /> <br />Reflects very little self-confidence in own abilities; dares not venture forth very <br />far in directing others; conversely, reflects too much over-confidence; behavior <br />reflects excessive need for independence or for social dependency -or else a lack <br />of both; mayor may not show visible signs of stress, but behavior definitely <br />reflects withdrawal, confused or illogical thinking, boisterousness, or other <br />ineffective or defensive modes; behavior is more reactive than planful and <br />deliberate; handles frustration inappropriately; behavior is often inappropriate <br />to the circumstances; self-awareness appears to be minimal; excessively self- <br />centered; responds with defensiveness to constructive criticism. <br /> <br />Reflects sufficient self-confidence to function effectively in working with and/ or <br />leading others; apparent self-doubt may occasionally show; has a balance <br />between independence and dependence; uulikely to exhibit much physical <br />evidence of stress; responds satisfactorily and in undistorted fashion to most <br />stressful relationships; strong stress may generate some behavioral or <br />intellectual inefficiency; reacts thoughtfully to most situations; has constructive <br />responses to most frustrations; behavior is usually productive appropriate to <br />circumstances; usually can accept constructive criticism. <br /> <br />Reflects a high degree of realistic self-assurance; generates respect and <br />confidence from others; acts positively and decisively; outstanding ability at <br />blending independent action yet showing need for support and involvement of <br />others; does not alienate others by independence; behavior reflects an <br />outstanding combination of awareness of the situation and ability to cope <br />without behavior being distorted by stress; may even be sharper and more <br />effective under increased stimulation; behavior is higWy reliable and appropriate <br />in a wide range of circumstances; has keen awareness of self under varying <br />conditions; turns frustration to higWy competent problem-solving efforts; <br />accepts and utilizes constructive criticism. <br /> <br />Technical Skill and Knowledge <br /> <br />(1) Low <br /> <br />Does not exhibit a breadth of knowledge or skill in areas of assigned <br />responsibility; does little or no technical reading; has made no effort in keeping <br />up-to-date technically; shows no concern for the need for subordinate growth <br />and development; demonstrates lack of interest and skill in initiating <br />development or training programs for his/her staff; shows poor understanding <br /> <br />22 <br />