The Prentice Hall Self Assessment Library Test

During this class we took many assessments and I learned a lot about myself and what kind of leader I want to be. On your leadership potential I learned my behaviors are the same as leader, these are people who are opened minded, share ideas and values with the company and open to change in the organization. For another assessment t rate your optimism test I found out I am someone who is optimistic and I agree with the statement that people want to follow a leader that is optimistic, rather than someone who is pessimistic. Another assessment I took was called the 5 saboteurs test. There was a scoring grid and what each category means like BP-(be perfect), HU-(hurry up), PO- (please others), TH-(try harder), and BS-(be strong) I found out the my highest score is PO-(please others) and some characteristics include being happy when other others are happy, cares about other people’s needs, can have a hard time saying no, doesn’t like to annoy other people in the work place. Body language and verbal language include facial expressions and saying sure I can do that for you. For another assessment I scored a six which means I right in the middle between high and low resistance to change. I agree with this statement because I think for certain situations my resistance to change will be high or low. After taking all these assessments. I learned that as a leader why it is important to learn about yourself. These assessments can help you improve as a leader figure out your weak spots

Throughout the entire course of this class, I have been asked to fill out different self-assessments related to whatever topic or approach to leadership Peter Northouse (2013) was discussing in his book Leadership Theory and Practice. Each one of these self-assessments were intended to help me in discovering who I was as a person and a leader. Some of the leadership self-assessments included the Least Preferred Coworker Measure from the Contingency Theory chapter, the Leader-Member Exchange Questionnaire from the Leader-Member Exchange Theory chapter, and the Servant Leadership Questionnaire from the chapter that discussed Servant Leadership. Many of these questionnaires I found to be very effective in helping me discover more about my personality traits and leadership style.

Who are you? Many fortune cookies, horoscopes, and other whimsical devices attempt to tell us our personalities, or our combination of traits and behaviors that make up who we are. However, psychologists today deviate from those unsubstantiated methods and have concocted various personality tests that give us a better understanding of who we are. One such test is called the Myers-Briggs personality test. Based on theories by Carl Jung, but primarily created by Isabel Briggs Myers and her mother, Katharine Cook Briggs, the test gives people a standardized survey of questions to answer. Standardized, meaning the test is given and scored in the exact same way every time to give unbiased and accurate results. It scores people in four pairs of characteristics, so there is a total of 16 possible personality types. Each pair of characteristics are opposites and a person can fall anywhere between the extreme end of one opposite to the extreme end of the other. The pairs are extroverted and introverted, sensing and intuition, thinking and feeling, finally judging and perceiving. A person can have strong, moderate or weak tendencies towards a preference. (Rathus, 2010, p. 420) There is some criticism of the Myers-Briggs test however, not everyone fits into the categories. People may answer according to socially acceptable norms instead of their honest answers. Not all of the theories were proven, Carl Jung made many observations and deductions but they weren’t formally

leadership, review implications of psychopathic personality traits for job performance and leadership in individuals. Odom, S. F., Boyd, B. L., and Williams, J. (2012) in an Impact of personal growth projects on leadership identity development explore how interpersonal skills of students grow as students engage in projects. Lastly, van Eeden, R., Cilliers, F., and van Deventer, V. (2008) in Leadership styles and associated personality traits: Support for the conceptualization of transactional and transformational leadership evaluate characteristics of leaders in industry. The purpose

These week 1 presentations, readings and personality test and links provided will have an impact on my understanding of management and leadership personality types. My preconceived understanding of management and leadership are based on my experience as a manager in two different governmental organizations as well as a brief career doing consulting work in the private sector. In the following pages I will attempt to look at how my management and leadership experiences are reflected in my personality type from the test. The test determined that my personality type is (I)ntroverted, I(N)tuitive, (F)eeler, (J)udger, and in the coming weeks, I hope to find out if that assessment is accurate for me in my personal and professional relationships. According to Type talk at work INFJs tend to be “…inward, meditative and reflective (Introversion)…and there perception of life is to see endless possibilities…(iNtuition).” The text goes on to say that these “… symbols and abstractions are translated through …subjective , interpersonal decision –making preference (Feeling).” which is in turn “…acted out in a lifestyle that is structured, scheduled and

The Life Styles Inventory Survey is assessed to allow me to answer the question of, “Who am I, and what causes me to act the way that I do.” It gives an insight to one’s personality and an insight as to how we may treat others. By giving my honest opinion of several questions the results are going to give me an insight on how my thinking styles will influence my behavior as a manager and allow me to use the results for self-improvement. My results show that I

Upon reflection of the trait approach, which focuses on the personal characteristics that contribute to leadership, I would humbly purport that I possess several attributes that have been consistently identified in the studies referenced in the readings. For example, I have been told many times over the course of my career that I possess a high level of determination. Also, I self-identify as having a high degree of integrity and sociability. These characteristics have enabled my success both in working with teams and more recently as a leader of leaders. However, despite these successes, I still lack self-confidence on occasion. Recognizing this weakness, I need to continue to place myself in situations that push me out of my comfort zone to allow me to build up my self-confidence.

Winston Churchill, Mother Theresa, Martin Luther King, Jr. – all possessed such leadership traits as ambition, self-confidence, and intelligence. These cannot be learned; they are innate. Two well-respected research studies that support the notion that personality traits can predict leadership were published in the Journal of Applied Psychology and in the Leadership Quarterly.

Leadership is about effectively influencing people; an endeavor that can be very challenging at times even for the most qualified and experienced leaders. My time at the Eisenhower School has allowed me to read and assimilate vast amounts of information about leadership. The white space during the school year has facilitated reflection on the results of my executive assessment, seminar discussions, and the various leadership presentations from strategic leaders. As a result, I realize there are strategic leadership concepts I have already experienced and applied. Self-awareness by attaining understanding of my own personality is one of the most valuable lessons I have learned. Cognizance of my temperament’s tendencies and those of

Hogan Personality Inventory (HPI) includes the following dimensions: adjustment, ambition, sociability, interpersonal sensitivity, prudence, inquisitive, and learning approach. The HPI and HDS (Hogan Development Survey) are designed as interdependent personality inventories to assess the normal and dark personality traits (Spain et al., 2014). For example, HDS Colorful is 0.61 correlated with HPI Sociability, HDS Excitable is correlated -0.71 with Adjustment, and HDS Caution is correlated -0.68 with HPI Ambition (Spain et al., 2014). Despite limited research, Harms, Spain, Hannah, Hogan, & Foster (2011) found that the complementary approach of employing the HPI and the HDS predicts leadership effectiveness. Due to the high number of dimensions in HPI (seven dimensions) and in HDS (11 dimensions), the commercial component, and the requirement for highly specialized personnel, their application within the workplace, particularly in small organizations, is limited. Therefore, the perspectives of contrasting the Dark Triad (three dimensions, free) with the Big Five (five dimensions, free) and adjusting it to the requirement of the working environment represents a research opportunity that once established would solve real-world problems of assessing, selecting, and developing

Developing not only as a person but as a leader can be a complex and arduous task, and is a life-long process for those that truly take an active interest in this development. Conscious choices can be made to improve leadership skills and personality traits that support greater achievement in the workplace are possible, and thus development in these areas can be made a matter of active choosing and attention, yet properly engaging in such active development efforts requires an understanding of how personality works as an internal matter and how specific personality traits translate into leadership capabilities and effectiveness. While many different tools and methods have been created to assist in leadership development, few are as truly insightful or as concretely applicable as the Life Styles Inventory.

Abstract: The purpose of this paper is to explore what personality trait I am through taking a personality test. By taking this test it will allow me to analyze my strengths and weaknesses as a person and how to improve those characteristics in the workplace.

Winston Churchill, Mother Theresa, Martin Luther King, Jr. – all possessed such leadership traits as ambition, self-confidence, and intelligence. These cannot be learned; they are innate. Two well-respected research studies that support the notion that personality traits can predict leadership were published in the Journal of Applied Psychology and in the Leadership Quarterly.

Each individual possesses his or her own unique set of skills and behaviors which influence interaction within an organization. Strengths, weaknesses, priorities, and values all may come into play when defining how we do our jobs and what we seek to fulfill us in our careers.Through the course of this paper, I will analyze the results of a number of personality and organizational leadership tests, and report how they apply to my actions and viewpoints within the workplace. I describe my discovery that each day should be an opportunity to learn new aspects of ourselves and grow to be the best for individuals and humble servants possible. Where I believe we are only human, imperfect and selfish, our ambitions should always flourish to emulate the devotion and love that Christ holds for His people. With the perfect model before us, our guidelines to behavior within an organization may be based in morality, fortitude, benevolence and strength. Very good

There are many leadership styles and is important to know which style you are. There are many ways one can learn their leadership style, for example, through assessments. Knowing your leadership style will help you become a better leader. Although there are many leadership assessments our text discussed four assessments that can give insights into building blocks of personality most commonly identified by peers, subordinate employees, and supervisors (Ledlow, et al, 2014). These assessments include: Hemisphere Dominance assessments; Jungian assessments; Vark test; Struder Group; Price Group; and many