The Competing Values Framework For High Performance Management

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The Competing Values Framework in Relation to High Performance Management
The purpose of the Competing Values Framework (CVF) is to facilitate the process of understanding the various management roles and how they can be applied more effectively in an environment of competing tensions. Each role is distinct and seemingly contradictory, but intertwining them is essential in order to achieve optimal efficiency; ultimately becoming a high performance manager. This “behavioral complexity"-the ability to deal with the competing demands through the mastery of seemingly contradictory or paradoxical roles differentiates the high performing managers from their counterparts (Hart & Quinn, 1993). In the process of becoming a high performance manager,
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Tragedies and traumas, depending on how you frame them, can either result in post-traumatic stress disorder (PTSD) or post-traumatic growth (PTG). In my case, I had consciously chosen to embrace the experience resulting in PTG, which starts by recognizing the uncertainties in life and embracing them as fundamental tenets of human existence (George, 2015). This particular crucible has taught me that in life there may be instances that you cannot control similarly to business and leadership.
Psychologist Daniel Goleman, author of Emotional Intelligence outlines five areas essential to achieving a high level of emotional intelligence (EQ): self-awareness, self-regulation, social skill, empathy, and motivation (George, 2015). Possessing a high EQ is invaluable as it allows individuals to connect with others on an interpersonal and emotional level rather than in a strictly intellectual matter. However, EQ and IQ are not mutually exclusive, instead, it is essential for both to be joined together to achieve an optimal level of leadership. Leaders who lack EQ and lead only with their intellect tend to dismiss the opinions of others and dominate decision making (George, 2015). Such leaders have the tendency to surround themselves with subordinates who are complacent and submissive. As a result,
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