Personality, Emotional Intelligence and Decision Making AssessmentsIn my current role as a supervisor, it is essential to understand how I behave in situations. From the daily events associated with managing 13 professional adults, it is important for me to know where my strengths and weaknesses lie in three areas: personality, emotional intelligence, and decision-making. There are several assessments that highlight strengths and weaknesses. To complete this assignment, I made an evaluation of each category. For this article I took the Maetrix, How good is your decision making? and Optimal Thinking. Part of my role requires self-examination and personal development. I feel that I am effective in my role. Part of what makes me effective is that I continue to strive for self-awareness and self-improvement. The results of these assessments show that I am a competent leader and highlight areas that I continually work on to improve my weaknesses. My teams are very successful, and I think a lot of that is because I trust them to be mature professionals and do the work they signed up to do. When I do the self-assessments, the only area that comes up is one that could be used. improvement is self-awareness and verification of decisions. I tell these two subjects in the same way. In the Maetirx assessment, self-awareness was recorded as 6 out of 10, and I also scored a 6 out of 10 for “checking my decision” for the question: How good is your decision-making? assessment. I would not consider the optimal thinking assessment to be a competent assessment. All the questions were very specific, and given that I am already in a leadership position, the measurement areas are rudimentary compared to what I do before I even begin my calculation...... middle of paper .. ....ol of Business and the Brinkman assessment, I have a very good understanding of where I stand in the three areas mentioned. These are areas I work on every day. Each of these reviews was very easy to read and respond to based on the biases already in my head. In the absence of general questions intended to change the subject's line of thinking, all of them are wrong. These three assessments are short and therefore have little credibility in diagnosing areas with major gaps or strengths. I would not use any of these assessments to determine where my own employees' strengths and weaknesses lie. These are just too easy to read and manipulate. References Colan, L.J. (2012). Leadership matters. Dallas, TX: CornerStone Leadership Institute. Cottrell, D. (2002). Monday morning leadership. Dallas, TX: CornerStone Leadership Institute.