Name: Tapkir, Sakshi

Self-Assessment Notebook

1. Summary of my perception introspection

Overall summary of what you found about yourself – your perception vs. reality

Over the course of this semester, I completed a series of self-assessment instruments to better
understand my strengths, weaknesses, and tendencies as both an employee and a future manager.
This process has provided me with valuable insights into my personality, motivations, emotional
intelligence, conflict style, and leadership approach. My goal is to use these findings to develop into
the kind of manager I aspire to be-one who is strategic, growth-oriented, emotionally intelligent,
collaborative, and balanced in both people and task focus.

2. Summary of the Test Results

(DO NOT BREAK THE TABLE OVER 2 PAGES)

# Tests Results
1 Jungian 16-Type Personality My INTJ personality type highlights my analytical,
independent, and strategic mindset.
2 Am I a Type A? I have a strong Type A orientation, which drives my
ambition but also signals a need for better stress
management.
3 What motivates me? Growth needs are my top motivator, confirming my
desire for learning and advancement.
4 What’s my emotional My emotional intelligence score is high, which I see as a
intelligence score? key asset for leadership and teamwork.
5 What’s my preferred conflict- I naturally prefer collaborative and compromising
handling style? conflict styles.
6 What’s my Leadership style? and On the Blake & Mouton Managerial Grid, I scored as a
the Blake and Mouton Team Leader, valuing both people and results.
Managerial Grid.

3. Insights from the tests

 I am an INTJ (Introverted, Intuitive, Thinking, Judging):

o Naturally analytical and strategic
o Prefer independent work and long-term planning
o Value logic and structure over spontaneity or emotion
 Strong Type A Personality:
 o Highly competitive and achievement-oriented
o Prone to urgency and impatience
o Motivated to accomplish more, but at risk for stress and burnout
 Growth Needs Are My Top Motivator (ERG Theory):
o Driven by learning, advancement, and personal development
o Relationships and security are important, but not my primary focus
 High Emotional Intelligence:
o Skilled at understanding and managing emotions (my own and others’)
o Able to navigate team dynamics and resolve conflicts effectively
 Collaborative and Compromising Conflict Style:
o Prefer to seek win-win solutions and open communication
o Invest time in resolving conflicts constructively
 Team Leader on the Blake & Mouton Managerial Grid:
o Balance concern for people with focus on results
o Strive for high performance and strong team cohesion
These insights highlight my strengths in strategy, growth, and leadership, while also pointing out
the need to focus on stress management and relationship-building to become a more well-
rounded manager.

4. Evaluation of my strengths and weaknesses

How This SWOT Analysis Informs My Development

 I will leverage my strengths in strategy, growth, and emotional intelligence to lead teams
effectively and drive results.
 I recognize the need to address weaknesses, particularly around stress management,
relationship-building, and adaptability.
 I plan to actively seek out opportunities for leadership development, feedback, and cross-
functional collaboration.
 I will remain alert to threats such as burnout, resistance to change, and rapid industry shifts,
and prepare proactive strategies to address them.
By using the SWOT framework, I have a clear, actionable roadmap for my growth as a manager and
leader

Strengths Weaknesses
- Strategic thinker (INTJ): excel at long-term - Impatient and prone to stress (Type A): risk of
planning and analysis. burnout and frustration.

- High drive and ambition: motivated to achieve and - Tendency toward independence: may appear
take initiative. distant or overly critical.

- Growth-oriented: always seeking learning and - Underemphasize relationships: sometimes overlook

advancement. team building and rapport.
Strengths Weaknesses
- High emotional intelligence: strong at - Potential rigidity: preference for structure can limit
understanding and managing emotions. adaptability.

- Collaborative conflict style: seek win-win solutions - May hesitate to be assertive or decisive in fast-
and open communication. moving conflicts.

- Balanced leadership (Team Leader): value both - Can be overly self-critical, which may impact
people and results. confidence.

Opportunities Threats
- Leadership training and mentorship programs to - Rapid industry changes may require new skills and
further develop skills. adaptability.

- Taking on challenging projects to broaden - High workload and stress could lead to burnout if
experience. not managed.

- Expanding professional network and collaborating - Resistance from team members to new leadership
across departments. approaches.

- Seeking feedback from colleagues for 360-degree - Organizational changes or instability affecting team
growth. cohesion.

- Leveraging high EI to mentor others and foster - Over-reliance on strengths may blind me to areas
team cohesion. needing improvement.

5. Areas of improvement

Here are my key areas of improvement based on my self-assessment results and supported
by research on INTJ and Type A traits:
Areas of Improvement
 Emotional Awareness & Expression
o I tend to focus on facts and logic, often overlooking the emotional aspects of
situations or the feelings of others. This can make me appear emotionally detached
or unsympathetic.
o Improvement plan: Practice active listening, ask colleagues about their perspectives,
and make a conscious effort to acknowledge and validate emotions in conversations.
 Humility & Openness to Others’ Ideas
 o My confidence in my knowledge and solutions can sometimes come across as
arrogance or condescension, especially when I dismiss alternative viewpoints too
quickly.
o Improvement plan: Approach interactions as opportunities for mutual learning, seek
feedback, and remind me that every team member brings unique strengths.
 Attention to Detail
o As a big-picture thinker, I can sometimes overlook important details, which may
impact the quality of my work or the effectiveness of my plans.
o Improvement plan: Develop checklists and routines to ensure I pay attention to both
the overall vision and the specifics.
 Managing Perfectionism
o I set very high standards for myself and others, which can lead to frustration,
dissatisfaction, or excessive time spent on tasks.
o Improvement plan: Embrace flexibility, celebrate small wins, and remind me that
“done” is sometimes better than “perfect.”
 Work-Life Balance & Stress Management
o My Type A tendencies drive me to work hard and take on too much, increasing my
risk of stress and burnout.
o Improvement plan: Set realistic goals, delegate tasks, schedule regular breaks, and
prioritize self-care activities like exercise, mindfulness, and social connection.
 Social Skills & Team Engagement
o I sometimes struggle with social situations, preferring to work independently, which
can limit my ability to build strong workplace relationships.
o Improvement plan: Attend team events, initiate informal conversations, and practice
reading social cues to strengthen my sense of connection and teamwork.
 Flexibility & Adaptability
o My preference for structure and planning can make it hard to adapt to sudden
changes or ambiguity.
o Improvement plan: Practice being open to new approaches, seek out situations that
require adaptability, and view change as an opportunity for growth.
By focusing on these areas, I can become a more effective, well-rounded manager-one who
combines strategic thinking and ambition with empathy, humility, and resilience.

6. Action plan for immediate future

Short-Term SMART Objectives (Next 6–12 Months)

1. Improve Emotional Awareness and Team Communication
 Specific: I will increase my emotional awareness and improve my communication with team
members by actively seeking feedback and practicing empathy in all interactions.
 Measurable: I will request feedback from at least 3 colleagues or classmates after group
projects or meetings.
 Achievable: I will set aside 10 minutes after each meeting to reflect on the emotional tone
and my own responses.
 Relevant: This will help me build stronger workplace relationships and enhance my
leadership effectiveness.
  Time-bound: I will complete these steps within the next 6 months.
Action Steps:
 Attend at least one workshop or webinar on emotional intelligence or effective
communication.
 Keep a weekly journal reflecting on team interactions and noting areas for improvement.
 Schedule monthly one-on-one check-ins with team members to practice active listening.
2. Manage Stress and Achieve Better Work-Life Balance
 Specific: I will implement stress management techniques and establish boundaries to
prevent burnout.
 Measurable: I will practice mindfulness or relaxation exercises at least 3 times per week and
ensure I take at least one full day off from work/study each week.
 Achievable: I will use guided apps and set reminders to help build these habits.
 Relevant: Reducing stress will improve my productivity and overall well-being.
 Time-bound: I aim to have these routines established within 3 months.
Action Steps:
 Use a mindfulness app (e.g., Headspace, Calm) for 10 minutes, three times a week.
 Block off one evening per week for personal time/social activities.
 Track my stress levels weekly and adjust workload as needed.
Long-Term SMART Objectives (1–2 Years)
1. Develop Leadership and People Management Skills
 Specific: I will take on at least one formal leadership role (e.g., team leader, club officer,
project manager) and complete a leadership development program.
 Measurable: Successfully lead a team project to completion and earn a certificate from a
recognized leadership course.
 Achievable: I will apply for leadership positions in student organizations, part-time jobs, or
internships, and enroll in a course (online or in-person).
 Relevant: These experiences will directly support my goal of becoming an effective, well-
rounded manager.
 Time-bound: I will achieve this within the next 18–24 months.
Action Steps:
 Apply for at least two leadership positions in the next academic year.
 Research and enroll in a leadership or management course by the end of this semester.
 Solicit feedback from team members and mentors after each leadership experience and
reflect on lessons learned.
2. Expand Professional Network and Enhance Collaboration Skills
 Specific: I will expand my professional network by connecting with at least 20 new contacts
and participating in at least two cross-functional or interdisciplinary projects.
 Measurable: Track the number of new professional contacts and collaborative projects.
 Achievable: Attend networking events, join professional associations, and volunteer for
cross-departmental initiatives.
 Relevant: A broader network and collaborative experience will support my growth as a
manager.
 Time-bound: Complete these objectives within the next 2 years.
Action Steps:
 Attend at least two networking events or conferences per year.
 Join a professional association or club related to my field.
 Volunteer for cross-functional projects or committees at school or work.
Strategic Plan Summary
By following this action plan, I will:
 Build stronger emotional and interpersonal skills.
 Develop resilience and maintain a healthy work-life balance.
 Gain hands-on leadership experience and formal training.
 Expand my network and improve my ability to collaborate across teams.
These steps will help me become the strategic, empathetic, and effective manager I aspire to be
over the next couple of years.
 ISE 213 Sp2025 Name: Tapkir, Sakshi__________________

Test Date 05/11/2025

Exercise Name Jungian 16-type Personality
Your Result Results:
Based on my marked answers and the scoring key, my four-letter type is INTJ.

Benchmark/Type  I (Introverted)
 N (Intuitive)
 T (Thinking)
 J (Judging)
Interpret Results and My results identified me as an INTJ-introverted, intuitive, thinking, and
Compare Your judging. This means I am naturally analytical, independent, and strategic.
Results with I tend to focus on long-term goals, enjoy solving complex problems,
Benchmark/Type and prefer structure and clarity. While I expected to be classified as an
introvert, I was surprised by how strongly my results leaned toward
intuition and judgment. Compared to others, INTJs are rare, and I
recognize that my preference for independent work and critical thinking
may sometimes make me seem distant or overly critical.

Action Plans for To become a more effective manager, I need to work on my

Change interpersonal and communication skills. I will seek feedback from
teammates and practice active listening to ensure I am connecting with
others, not just focusing on tasks and outcomes.
 ISE 213 Sp2025 Name: Tapkir, Sakshi__________________
__________________
Attachments

LIMIT WRITE UP FOR EACH INSTRUMENT TO 1 PAGE ONLY

(DO NOT BREAK THE TABLE OVER 2 PAGES)
ISE 213 Sp2025 Name: Tapkir, Sakshi__________________
__________________
Test Date 05/11/2025
Exercise Name Am I a Type A
Your Result My raw total for the seven questions is 47. Multiplied by 3, my final score
is 141.

Benchmark/Type A total of 120 or more indicates you are a hard-core Type A. Scores below
90 indicate that you are a hard-core Type B.
120 or more points = A+ personality type
Interpret Results My score of 141 places me firmly in the hard-core Type A category. I am
and Compare Your highly competitive, time-urgent, and driven to achieve. While this has
Results with helped me accomplish a lot, I realize it can also lead to stress and
Benchmark/Type impatience, especially when working with others who have a different
pace or style. I expected to score high here, but seeing it quantified was a
wake-up call.
Action Plans for I will prioritize stress management techniques, such as mindfulness and
Change regular breaks, and remind myself to be patient with both me and others.
I will also work on delegating and collaborating more, rather than trying
to do everything myself.
Attachments
ISE 213 Sp2025 Name: Tapkir, Sakshi__________________
__________________
Test Date 05/11/2025
Exercise Name What Motivates Me?

Your Result Results:

 Growth Needs: 19
 Relatedness Needs: 16
 Existence Needs: 16
Benchmark/Typ Maximum total of 20 points.
e A higher score indicates a higher importance for each need category
(Growth, Relatedness, and Existence), and a lower score indicates that the
need is unimportant or is substantially satisfied.
Interpret Results My highest motivation is growth (19), followed by relatedness (16) and
and Compare existence (16). This confirms that I am most energized by opportunities for
Your Results learning, advancement, and personal development. I value relationships and
with security, but they are not my primary drivers. This aligns with my career goals
Benchmark/Typ but also reminds me not to neglect the importance of building strong
e workplace relationships.

Action Plans for I will actively seek out professional development opportunities and
Change challenging assignments. At the same time, I will invest more effort in
networking and team building to ensure my relatedness needs are met and
to support my colleagues’ growth as well.
ISE 213 Sp2025 Name: Tapkir, Sakshi__________________
__________________
Attachments Either insert the snapshot of the result (if software generated) or point out to
Appendix
ISE 213 Sp2025 Name: Tapkir, Sakshi__________________
__________________
Test Date 05/11/2025
Exercise Name What’s my emotional intelligence score?
Your Result My total EI score is 45 (with reversed scoring for items 2 and 3).
Benchmark/Type Scores fall between 10 and 50. While no definite cutoff scores are
available, scores of 40 or higher indicate a high EI. Scores of 20 or less
suggest a relatively low EI.
Interpret Results and With a score of 45, I am confident in my ability to understand and
Compare Your manage emotions-both my own and others’. This is a significant asset
Results with for leadership, as it helps me navigate complex interpersonal situations
Benchmark/Type and build rapport with a wide range of people. I was pleased with this
result and see it as a strength to leverage.
Action Plans for I will use my emotional intelligence to mentor others, foster a positive
Change team environment, and continue to seek feedback to further enhance
my social skills.
Attachments Either insert the snapshot of the result (if software generated) or point
out to Appendix
ISE 213 Sp2025 Name: Tapkir, Sakshi__________________
__________________
Test Date 05/11/2025
Exercise Name What’s my preferred conflict-handling style?
Your Result Results:
 Competing: 9
 Collaborating: 18
 Avoiding: 7
 Accommodating: 14
 Compromising: 17
My preferred style is Collaborating, followed by Compromising.

Benchmark/Type Scores within each category will range from 4 to 20. The category you
score highest in is your preferred conflict-handling style. Your next-
highest is your secondary style.
Interpret Results and My preferred style is collaborating (18), closely followed by
Compare Your compromising (17). I strive to find win-win solutions and value open
Results with communication. This is consistent with my high emotional intelligence
Benchmark/Type and desire for growth. Compared to others, I may be more willing to
invest time in resolving conflicts constructively.
Action Plans for I will continue to use a collaborative approach, especially in complex
Change situations, but also practice being assertive when necessary. I will work
on adapting my conflict style to fit the needs of each situation.
Attachments Either insert the snapshot of the result (if software generated) or point
out to Appendix
ISE 213 Sp2025 Name: Tapkir, Sakshi__________________
__________________
Test Date 05/11/2025
Exercise Name What’s my Leadership style and Managerial grid?
Or Blake and Mouton
Your Result
Results:
 People Score: 40 × 0.2 = 8.0
 Task Score: 42 × 0.2 = 8.4
Benchmark/Type LS – For people-orientation: High is a score above 7; low is below 7. For
task-orientation: High is a score above 10; low is below 10.
MG – Authoritarian Leader (high task, low relationship)
Team Leader (high task, high relationship)
Country Club Leader (low task, high relationship)
Impoverished Leader (low task, low relationship)
Interpret Results and My scores (People: 8.0, Task: 8.4) place me in the Team Leader
Compare Your quadrant. I value both people and results, which is considered the most
Results with effective leadership style. This matches my aspirations and confirms
Benchmark/Type that I am on the right track.
Action Plans for I will continue to balance my focus on people and tasks, mentor others
Change in effective leadership, and regularly reflect on my approach to ensure I
am meeting both team and organizational goals.
Attachments Either insert the snapshot of the result (if software generated) or point
out to Appendix
ISE 213 Sp2025 Name: Tapkir, Sakshi__________________
__________________

Looking across all five instruments, I see a consistent pattern: I am driven,

strategic, and growth-oriented, but I need to be intentional about
fostering relationships and managing stress. My vision of the “desired
manager” is not only effective and results-driven but also empathetic,
collaborative, and supportive. To get there, I will focus on developing my
interpersonal skills, practicing self-care, and seeking out leadership
opportunities that challenge me to grow in these areas.
I.A.2: What's My Jungian 16-Type Personality?

Instrument
For each item, select either a or b. If you feel both a and bare true, decide which one is more like
you, even if it is only slightly more true.
I . I would rather
a. Solve a new and complicated problem.
b. Work on something I have done before.
2. I like to
a. Work alone in a quiet place.
b. Be where the action is.
3. I want a boss who
a. Establishes and applies criteria in decisions.
b. Considers individual needs and makes exceptions.
4. When I work on a project, I
a. Like to finish it and get some closure.
b. Often leave it open for possible changes.
5. When making a decision, the most important considerations are
a. Rational thoughts, ideas, and data.
b. People's feelings and values.
6. On a project, I tend to
a. Think it over and over before deciding how to proceed.
b. Start working on it right away, thinking about it as I go along.
7. When working on a project, I
a. Maintain as much control as possible.
b. Explore various options.
8. In my work, I prefer to
a. Work on several projects at a time, and learn as much as possible about each
one.
b. Have one project that is challenging and keeps me busy.
9. I often
a. Make lists and plans whenever I start something and may hate to seriously alter
my plans.
b. A void plans and just let things progress as I work on them.
I 0. When discussing a problem with colleagues, it is easy for me to
a. See "the big picture."
b. Grasp the specifics of the situation.
11. When the phone rings in my office or at home, I usually
a. Consider it an interruption.
b. Do not mind answering it.
12. Which word describes you better?
a. Analytical.
b. Empathetic.
13. When I am working on an assignment, I tend to
a. Work steadily and consistently.
b. Work in bursts of energy with "down time" in between.

3
14. When I listen to someone talk on a subject, I usually try to
a. Relate it to my own experience and see if it fits.
b. Assess and analyze the message.
15. When I come up with new ideas, I generally
a. "Go for it."
b. Like to contemplate the ideas some more
16. When working on a project, I prefer to
a. Narrow the scope so it is clearly defined.
b. Broaden the scope to include related aspects.
17. When I read something, I usually
a. Confine my thoughts to what is written there.
b. Read between the lines and relate the words to other ideas.
18. When I have to make a decision in a hurry, I often
a. Feel uncomfortable and wish I had more information.
b. Am able to do so with available data.
19. In a meeting, I tend to
a. Continue formulating my ideas as I talk about them.
b. Only speak out after I have carefully thought the issue through.
20. In work, I prefer spending a great deal of time on issues of
a. Ideas.
b. People.
21. In meetings, I am most often annoyed with people who
a. Come up with many sketchy ideas.
b. Lengthen meetings with many practical details.
22. I am a
a. Morning person.
b. Night owl.
23. What is your style in preparing for a meeting?
a. I am willing to go in and be responsive.
b. I like to be fully prepared and usually sketch an outline of the meeting.
24. In a meeting, I would prefer for people to
a. Display a fuller range of emotions.
b. Be more task oriented.
25. I would rather work for an organization where
a. My job was intellectually stimulating.
b. I was committed to its goals and mission.
26. On weekends, I tend to
a. Plan what I will do.
b. Just see what happens and decide as I go along.
27. I am more
a. Outgoing.
b. Contemplative.
28. I would rather work for a boss who is
a. Full of new ideas.
b. Practical

4
In the following, choose the word in each pair that appeals to you more:
29. a. Social.
b. Theoretical.
30. a. Ingenuity.
b. Practicality.
31 . a. Organized.
b. Adaptable.
32. a. Active.
b. Concentration.

Source: D. Marcie and P. Nutt, "Personality Inventory," in D. Marcie, ed., Organizational

Behavior: Experiences and Cases (St. Paul, MN: West, 1989).

Scoring Key
Score this test as follows: Count one point for each item listed below that you have marked in the
inventory.

Score for I Score for E Score for S Score forN

2a 2b lb la
6a 6b 10b l0a
lla llb 13a 13b
15b 15a 16a 16b
19b 19a 17a 17b
22a 22b 21a 2lb
27b 27a 28b 2Sa
32b 32a 30b 30a

Total
Identify the one with the more Identify the one with the more
points--1 or E. points--S or N .

.Score forT Score for F Score for J Score for P

3a 3b 4a 4b
5a 5b 7a 7b
12a 12b Sb Sa
14b 14a 9a 9b
20a 20b lSb 18a
24b 24a 23b 23a
25a 25b 26a 26b
29b 29a 31a 31b

Total
Identify the one with the more Identify the one with the more
points--T or F. points--J or P.

5
Now combine your score into a four-letter personality classification.

Analysis and Interpretation

This questionnaire classifies people as extroverted or introverted (E or I), sensing or intuitive (S
or N), thinking or feeling (T or F), and perceiving or judging (P or J). These classifications can
then be combined into 16 personality types (for example, INTJ, ENTP).

Find your personality, interpretation, and possible career choices* from the following:
ISTJ. You're organized, compulsive, private, trustworthy, and practical. Possible career
as office manager, accountant, business manager, tax agent, public servant.
ISFJ. You're loyal, amiable, and willing to make sacrifices for the greater good. Possible
career as masseur, vet, painter, mechanic, clerical supervisor.
INFJ. You're reflective, introspective, creative, and contemplative. Possible career as
psychologist, librarian, drama teacher, novelist, human resources manager.
INTJ. You're skeptical, critical, independent, determined, and often stubborn. Possible
career as a business analyst, environmental planner, lawyer, reporter, engineer, scientist.
ISTP. You're observant, cool, unpretentious, and highly pragmatic. Possible career as a
commercial artist, racing-car driver, chiropractor, firefighter, pilot.
ISFP. You're warm, sensitive, unassuming, and artistic. Possible career as landscape
architect, botanist, science teacher, fashion designer, interior designer.
INFP. You're reserved, creative, and highly idealistic. Possible career as architect,
journalist, educational consultant, missionary, actor, artist, poet.
INTP. You're socially cautious, enjoy problem solving, and highly conceptual. Possible
career as plastic surgeon, software designer, psychoanalyst, private investigator, financial
analyst, mathematician, photographer.
ESTP. You're outgoing, live for the moment, unconventional, and spontaneous. Possible
career as stockbroker, insurance or car salesperson, bartender, sports coach, entertainment
promoter. ,
ESFP. You're sociable, fun-loving, spontaneous, and very generous. Possible career as a
events coordinator, musician, ER nurse, fund-raiser, comedian.
ENFP. You're people-oriented, creative, and highly optimistic. Possible career as
publicist, research assistant, playwright, restaurateur, columnist, conflict mediator.
ENTP. You're innovative, individualistic, versatile, and entrepreneurial. Possible career
as politician, strategic planner, literary agent, publicist, entrepreneur, investment broker,
computer analyst, ad executive.
ESTJ. You're realistic, logical, analytical, decisive, and have a natural head for business
or mechanics. You like to organize and run things. Possible career as corporate executive,
medical technologist, curator, health-care administrator, teacher, dentist.
ESFJ. You're gracious, have good interpersonal skills, and are eager to please. Possible
career as social worker, optometrist, childcare worker, nun.
ENFJ. You're charismatic, compassionate, and highly persuasive. Possible career as a
TV producer, fundraiser, drama teacher, health adviser.
ENTJ. You're outgoing, visionary, argumentative, have a low tolerance for
incompetence, and often seen as a natural leader. Possible career as a manager,
management trainer, stockbroker, lawyer, chemical engineer, police officer.

6
I.A.3: Am I a Type-A?

Instrument
Identify the number on the scale that best characterizes your behavior for each trait. You must
choose a whole number. Be sure to move each slider before you calculate.

1. Casual about appointments 1 2 3 4 5 6 7 8 Never late

2. Not competitive 1 2 3 4 5 6 7 8 Very competitive
3. Never feel rushed I 2 3 4 5 6 7 8 Always feel rushed
4. Take things one at a time 1 2 3 4 5 6 7 8 Try to do many things at once
5. Slow doing things I 2 3 4 5 6 7 8 Fast (eating, walking, etc.)
6. Express feelings 1 2 3 4 5 6 7 8 "Sit on" feelings
7. Many interests I 2 3 4 5 6 7 8 Few interests outside work

Source: Adapted from R.W. Bortner, "Short Rating Scale as a Potential Measure of Pattern A
Behavior," Journal of Chronic Diseases, June 1969, pp. 87-91. With permission.

Scoring Key
To calculate your score, total up your numbers on the seven questions. Now multiply by 3.

Analysis and Interpretation

This instrument measures the degree to which you're competitive and rushed for time. The Type
A personality describes someone who is aggressively involved in a chronic, incessant struggle to
achieve more and more in less and less time. More specifically, Type As are always moving,
walking, and eating rapidly; feel impatient with the pace of most events; strive to do two or more
things at once; do not cope well with leisure time; and are obsessed with numbers, measuring
their success in terms of how many or how much of everything they acquire. Type As have a
strong need to get a lot done in a short time period and can be difficult to get along with because
they are so driven. They're not particularly good team players. They also often interrupt other
people and even finish others' sentences because of their impatience. In contrast, Type Bs are the
exact opposites.
A total of 120 or more indicates that you are a hard-core Type . A. ,Scores below 90
indicate that you are a hard-core Type B. The following gives you more specifics:
120 or more points = A+ personality type
106-119 = A
100-105 A-
90-99 = B+
Less than 90 = B

If you score in the "A" categories, you need to be aware of your tendency to focus on
quantity over quality. You may do better in jobs that are routine and rely on speed rather than
creativity for success. You are also probably better matched to jobs where you can work alone
rather than on teams. And recognize that you may become frustrated working on long-term
projects because of your need to see results. Finally, Type As often experience moderate to high

8
 levels of stress. So if you're a hard-core Type A, identify stress-management techniques that
work for you and use them. It might just save you from a heart attack.

I_
I.C.1: What Motivates Me?

Instrument
Indicate how important each of these points is in the job you would like to get. Use the following
rating scale for your responses:
I = Not important
2 = Slightly important
3 = Moderately important
4 = Very important
5 = Extremely important

I. Cooperative relations with my co-workers. I 2 3 4 5

2. Developing new skills and knowledge at work. I 2 3 4 5
3. Good pay for my work. I 2 3 4 5
4. Being accepted by others. I 2 3 4 5
5. Opportunity for independent thought and
action. I 2 3 4 5
6. Frequent raises in pay. I 2 3 4 5
7. Opportunity to develop close friendships
at work. I 2 3 4 5
8. A sense of self-esteem. 1 2 3 4 5
9. A complete fringe-benefit program. 1 2 3 4 5
10. Openness and honesty with my co-workers. I 2 3 4 5
11. Opportunities for personal growth and
development. I 2 3 4 5
12. A sense of security from bodily harm. I 2 3 4 5

Source: Adapted with permission of The Free Press, from Existence, Relatedness, and Growth:
Human Needs in Organizational Settings, by C.P. Alderfer. Copyright c 1972 by TI:ie Free Press.

Scoring Key
To calculate your score, add the items in each need set as follows:
Items 2, 5, 8, 11 = Growth needs
Items I, 4, 7, IO= Relatedness needs
Items 3, 6, 9, 12 = Existence needs

Analysis and Interpretation

This instrument taps the three needs of growth, relatedness, and existence. It is based on what is
known as ERG Theory.
If you considered all four, items within a need category to be extremely important, you
would obtain the maximum total of twenty points.
College students typically rate growth needs highest. However, you may currently have
little income and consider existence needs as most important. For instance, one student of mine
scored 20, 10, and 15 for growth, relatedness, and existence needs, respectively. This should be

21
interpreted to mean that her relatedness needs are already substantially satisfied. Her growth
needs, on the other hand, are substantially unsatisfied.
Note that a low score may imply that a need is unimportant to you or that it is
substantially satisfied. The implication, however, is that everyone has these needs. So a low score
is usually taken to mean that this need is substantially satisfied.

I
/.
f
22 t
i1
I.E.1: What's My Emotional Intelligence Score?
Instrument
Indicate your level of agreement with these ten statements using the following scale:
1 = Strongly disagree
2 = Disagree
3 = Neither agree or disagree
4 =Agree
5 = Strongly agree

1. I am usually aware-from moment to moment---of my

feelings as they change. 1 2 3 4 5
2. I act before I think. 1 2 3 4 5
3. When I want something, I want it NOW! 1 2 3 4 5
4. I bounce back quickly from life's setbacks. 1 2 3 4 5
5. I can pick up subtle social cues that indicate others'
needs or wants. 1 2 3 4 5
6. I'm very good at handling myself in social situations. 1 2 3 4 5
7. I'm persistent in going after the things I want. 1 2 3 4 5
8. When people share their problems with me, I'm good
at putting myself in their shoes. 1 2 3 4 5
9. When I'm in a bad mood, I make a strong effort to
get out of it. l 2 3 4 5
9. I can find common ground and build rapport with
people from all walks of life. 1 2 3 4 5

Source: Based on D. Goleman, Emotional Intelligence: Why It Can Matter More Than IQ (New
York: Bantam Book, 1995).

Scoring Key
To calculate your EI score, add up your responses to the ten items; however, reverse your scores
for items 2 and 3.

Analysis and Interpretation

Emotional intelligence (EI) is an assortment of skills and competencies that have shown to
influence a person's ability to succeed in coping with environmental demands and pressures.
People with high EI have the ability to accurately perceive, evaluate, express, and regulate
emotions and feelings.
This questionnaire taps the five basic dimensions in EI: self-awareness (items 1 and 9),
self-management (2, 4), self-motivation (3, 7), empathy (5,8), and social skills (6, 10).
Your score will fall between 10 and 50. While no definite cutoff scores are available,
scores of 40 or higher indicate a high EI. Scores of 20 or less suggest a relatively low El.
EI may be most predictive of performance in jobs such as sales or management where
success is as dependent on interpersonal skills as technical ability. EI should also be relevant in

41
selecting members to teams. People with low EI are likely to have difficulty managing others,
making effective sales presentations, and working on teams.
Can El be learned? A large part of an individual's EI is genetically based. However, you
can improve on your El. See, for instance, J. Segal, Raising Your Emotional Intelligence (Holt,
1997) and A. Simmons and J.C. Simmons, Measuring Emotional Intelligence: The
Groundbreaking Guide to Applying the Principles ofEmotional Intelligence (Summit, 1998).

42
11.C.5: What's My Preferred Conflict-Handling Style?

Instrument
When you differ with someone, how do you respond? Use the following rating scale to record
your answers:
1 = Practically never
2 = Once in a great while
3 = Sometimes
4 = Fairly often
5 = Very often

1. I work to come out victorious, no matter what. 1 2 3 4 5

2. I try to put the needs of others above my own. 1 2 3 4 5
3. I look for a mutually satisfactory solution. 1 2 3 4 5
4. I try not to get involved in conflicts. 1 2 3 4 5
5. I strive to investigate issues thoroughly and
jointly. 1 2 3 4 5
6. I never back away from a good argument. 1 2 3 4 5
7. I strive to foster harmony. 1 2 3 4 5
8. I negotiate to get a portion of what I propose. 1 2 3 4 5
9. I avoid open discussions of controversial
subjects. 1 2 3 4 5
10. I openly share information with others in
resolving disagreements. 1 2 3 4 5
11. I would rather win than end up compromising. 1 2 3 4 5
12. I got along with suggestions of others. l 2 3 4 5
13. I look for a middle ground to resolve
disagreements. 1 2 3 4 5
14. I keep my true opinions to myself to avoid
hard feelings. 1 2 3 4 5
15. I encourage the open sharing of concerns
and issues. 1 2 3 4 5
16. I am reluctant to admit I am wrong. l 2 3 4 5
17. I try to help others avoid losing face in a
disagreement. 2 3 4 5
18. I stress the advantages of give-and-take. 2 3 4 5
19. I agree early on, rather than argue about
a point. 1 2 3 4 5
20. I state my position as only one point of view. 1 2 3 4 5

Source: Based on conflict dimensions defined in K.W. Thomas, "Conflict and Conflict
Management," in M. Dunnette (ed.), Handbook of Industrial and Organizational Psychology
(Chicago: Rand McNally, 1976), pp. 889-935.

74
Scoring Key
To calculate your conflict-handling score, add up your totals for each of the five categories.
Categories and corresponding items are listed below.

Analysis and Interpretation

Research has identified five conflict-handling styles. They are defined as follows:
Competing= A desire to satisfy one's interests, regardless of the impact on
the other party to the conflict. Items I, 6, 11, and 16 in this instrument
tap this style.
Collaborating= Where the parties to a conflict each desire to satisfy fully the
concerns of all parties. Items 5, 10, 15, and 20 in this instrument.
Avoiding= The desire to withdraw from or suppress the conflict. Items 4, 9, 14,
and 19 in this instrument.
Accommodating = Willingness of one party in a conflict to place the opponent's
Interests above his or her own. Items 2, 7, 12, and 17 in this instrument.
Compromising = Where each party to a conflict is willing to give up something.
Items 3, 8, 13, and 18 in this instrument.

Your score within each category will range from 4 to 20. The category you score highest
in is your preferred conflict-handling style. Your next-highest total is your secondary style.
Ideally, we should adjust our conflict-handling style to the situation. For instance,
avoidance works well when a conflict is trivial, when emotions are running high and time is
needed to cool them down, or when the potential disruption from a more assertive action
outweighs the benefits of a resolution. In contrast, competing works well when you need a quick
resolution on important issues where unpopular actions must be taken, or when commitment by
others to your solution is not critical. But the evidence indicates that we all have a preferred style
for handling conflicts. When "push comes to shove," this is the style we tend to rely on. Your
score on this instrument provides you with insight into this preferred style. Use this information
to work against your natural tendencies when the situation requires a different style.
To better match your conflict-handling style to the situation, see S.P. Robbins, Managing
Organizational Conflict: A Nontraditional Approach (Prentice Hall, 1974).

75
 The Blake and Mouton Managerial Grid

Leadership Self Assessment Questionnaire

Below is a list of statements about leadership behavior. Read each one carefully, then, using the
following scale, decide the extent to which it actually applies to you. For best results, answer as
truthfully as possible.
never sometimes always
0 1 2 3 4 5

1. _______ I encourage my team to participate when it comes decision-making time and I try to
implement their ideas and suggestions.

2. _______ Nothing is more important than accomplishing a goal or task.

3. _______ I closely monitor the schedule to ensure a task or project will be completed in time.

4. _______ I enjoy coaching people on new tasks and procedures.

5. _______ The more challenging a task is, the more I enjoy it.

6. _______ I encourage my employees to be creative about their job.

7. _______ When seeing a complex task through to completion, I ensure that every detail is accounted
for.

8. _______ I find it easy to carry out several complicated tasks at the same time.

9. _______ I enjoy reading articles, books, and journals about training, leadership, and psychology; and
then putting what I have read into action.

10. _______ When correcting mistakes, I do not worry about jeopardizing relationships.

11. _______ I manage my time very efficiently.

12. _______ I enjoy explaining the intricacies and details of a complex task or project to my employees.

13. _______ Breaking large projects into small manageable tasks is second nature to me.

14. _______ Nothing is more important than building a great team.

15. _______ I enjoy analyzing problems.

16. _______ I honor other people's boundaries.

17. _______ Counseling my employees to improve their performance or behavior is second nature to me.

18. _______ I enjoy reading articles, books, and trade journals about my profession; and then
implementing the new procedures I have learned.

Creative Property of The Vision Council

 Scoring Section
After completing the Questionnaire, transfer your answers to the spaces below:

People Task
Question Question

1.______ 2.______

4.______ 3.______

6.______ 5.______

9.______ 7.______

10.______ 8.______

12.______ 11.______

14.______ 13.______

16.______ 15.______

17.______ 18.______

TOTAL ________ TOTAL ________

X 0.2 = ________ X 0.2 ________

(Multiply the Total by 0.2 to get (Multiply the Total by 0.2 to get
your final score) your final score)

Matrix Section
Plot your final scores on the graph below by drawing a horizontal line from the approximate people
score (vertical axis) to the right of the matrix, and drawing a vertical line from the approximate task
score on the horizontal axis to the top of the matrix. Then, draw two lines from each dot until they
intersect. The area of intersection is the leadership dimension that you operate out of.

Creative Property of The Vision Council

Creative Property of The Vision Council