positive evaluations from others. As a result, they are more likely than high SEs to seek
approval from others and more prone to conform to the beliefs and behaviours of those
they respect. In managerial positions, low SEs tend to be concerned with pleasing oth-
ers and, therefore, are less likely to take unpopular stands than are high SEs.
Not surprisingly, self-esteem has also been found to be related to job satisfaction.
A number of studies confirm that high SEs are more satisfied with their jobs than are low
SEs. If you are interested in determining your self-esteem score, you might want to com-
plete Learning About Yourself Exercise #3 on page 61. Recent research suggests that the
factors that are used to measure self-esteem can be applied cross-culturally.^53
Can you increase your self-esteem? Psychologist Nathaniel Branden suggests that
people can increase their self-esteem by following his “Six Pillars of Self-Esteem,” which
is shown in Exhibit 2-6. By following the actions described, individuals can act with
more confidence and integrity, which will lead to greater self-esteem. While Branden
emphasizes that self-esteem comes from the choices we make, not from how others
treat us, some recent research suggests that how leaders treat individuals in terms of
fairness will have an impact on an individual’s self-esteem.^54Self-Monitoring
Some people are better able to pay attention to the external environment and respond
accordingly, a characteristic known as self-monitoring.^55 Individuals high in self-mon-
itoring show considerable ability to adjust and adapt their behaviour to the situations
they are in. They are highly sensitive to external cues and can behave differently in dif-
ferent situations. High self-monitors are capable of presenting striking contradictions
between their public personae and their private selves.
Low self-monitors cannot disguise themselves in the same way. They tend to display
their true dispositions and attitudes in every situation; hence, there is high behavioural
consistency between who they are and what they do.
Research suggests that high self-monitors tend to pay closer attention to the behav-
iour of others and are more capable of conforming than are low self-monitors.^56 In
addition, high self-monitoring managers tend to be more mobile in their careers and
receive more promotions (both internal and cross-organizational).^57 Recent research
found that self-monitoring is also related to job performance and emerging leaders.^58
Specifically, high self-monitors are more likely to be high performers and more likely to
become leaders. To determine whether you are a high or low self-monitor, you might
want to complete Learning About Yourself Exercise #4on page 62.48 Part 1 Understanding the Workplace
Articles by Nathaniel Branden
http://www.nathanielbranden.com/catalog
/articles.php#
self-monitoring A personality
trait that measures an individual’s
ability to adjust behaviour to exter-
nal, situational factors.
EXHIBIT 2-6 Branden’s Six Pillars of Self-Esteem1.Living consciously:Be aware of everything that affects your values and goals, and act with awareness.2.Self-acceptance:Accept who you are without criticism and judgment.3.Personal responsibility:Take responsibility for the decisions you make and the things you do.4.Self-assertiveness:Honour your wants, needs, and values, and don't be afraid to speak up for things that are important
to you.5.Living purposefully: Develop short- and long-term goals, and make realistic plans to achieve your goals.6.Personal integrity:Live up to your word and your values.Source:Adapted from N. Branden, Self-Esteem at Work: How Confident People Make Powerful Companies(San Francisco: Jossey-Bass, 1998),
pp. 33–36.