The duties of a management demand outgoing, elite, and sociable people. A manager must create an organized society that respects his/her decisions by upholding the key ideologies he or she sets (Mosadeghrad 2012). The attainment of such an attribute does not appear stringently in a moment. It is a character that is earned through continued working experience. It involves becoming part of that society and understanding the requirement of such a community. The problem addressed in this paper involves how people can trust and be reliant to their manager as the centre of decision-making. How can a manager motivate and boost the confidence of employees and other people in an organization? In a bid to answer this question, a case study on the personal attributes has been evaluated in respect to management. Personal Assessment Strength This module has been a source of many lessons that form the base of self-assessment. While conducting a personal evaluation, I noted that I have various attributes that can lead to successful management. In my management, I guide through doing what I expect my juniors to accomplish. In this regard, I exercise participatory management where the manager participates actively in the activities of a team. This practise helps in analyzing the capabilities of the team members in order to assign them with appropriate roles (DuBrin 2004). For example, I have been a leader to an academic group where we were conducting research on the qualities of a good manager. During the study, we interviewed various departmental heads in the university in order to obtain their opinions towards proper management. During the interviews, I participated in the recording of data while my colleagues asked questions to the staff. I took this minor role rather than interacting with the heads orally. It allowed the group members to improve their interpersonal communication and oral skills. In addition, the other group members accomplished their roles easily because I had set the pace. It was a perfect example of how managers should lead. In fact, it was one of the ways that my colleagues learned about humility, dedication and active participation. Secondly, I noted that I was a motivational leader who hardly gave up when situations were very tough. In regard to this study conducted with my colleagues, there were very many difficulties because the departmental leaders were busy. For instance, we found the offices closed when trying to look for the lecturers in charge of the departments. However, I remained optimistic and persuaded my colleagues to find an appointment despite the prolonged absence. Poor Attributes Despite the good attributes, I realized that there were various aspects that impair my management skills. In this case, one of the main poor aspects was the lack of accommodativeness. I did not give chance to the opinions of other people. In fact, I entered into frequent arguments in order to convince them on the viability of my idea rather than understanding their sentiments. I was tempted to make decisions alone and implement them. This personality had developed a tendency of willing to implement the opinions I had provided and discarding the ones provided by other people. This behaviour had impacted on the unity of the academic group which I was leading for one year. The effect of this vice was neutralized by the validity of my opinions because I mostly provided viable ideas. However, it was not right to believe in personal opinions resolutely. This behaviour was one of the main attributes that I had to eliminate in order to attain a highly reputable and effective management. Another vice that impact on the effectiveness of my management skills is the incapability in solving conflicts between team members (Eunson, 2007). When I was solving conflicts, I tended to favour one party over the other in accordance to my personal preferences and morals. For example, I was tempted to make a premature judgment on a person’s identification about whether they had made mistakes in the past. During my research for this module, I realized that conflicts should be considered individually. When solving conflict, managers should not use past perception to adjudge