MR. MUHAMMAD NADEEM ASLAM

Transcription

1 Myers Briggs Type Indicator Leadership Style Report DEVELOPED BY DR. M. QAMAR-UL-HASSAN Report prepared for MR. MUHAMMAD NADEEM ASLAM August 02, 2013 Interpreted by Dr M Qamarul Hassan MBTI, Myers-Briggs Type Indicator, Myers-Briggs, and the MBTI logo are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. us: info@qamarconsulting.com Visit at: Page no. 1

2 Introduction This report serves as a guideline to make you understand the awareness of your personality preferences on your Leadership Style. It is based on your results on the Myers-Briggs Type Indicator (MBTI ) assessment, a self-awareness tool built on the theories of Swiss psychologist Carl Gustav Jung by an American mother-and-daughter team, Katharine Cook Briggs and Isabel Briggs Myers. With more than 60 years of research and development supporting its reliability and validity, the MBTI tool has helped millions worldwide develop a deeper understanding of themselves and others through an investigation of what they prefer, or their personality preferences. This Report Can Help You Understand your results on the MBTI assessment Discover how your personality preferences influence your Leadership style Learn about and appreciate your natural Leadership style Acquire strategies to make both your individual and group Leadership style more successful In understanding your MBTI results, remember that the MBTI tool Describes rather than prescribes, and therefore is used to open possibilities, not to limit options Identifies preferences, not skills, abilities, or competencies Assumes that all preferences are equally important and can be used by every person Is well documented with thousands of scientific studies conducted during a sixty-year period Is supported by ongoing research How Your MBTI Leadership Style Report Is Organized Summary of Your MBTI Results Your Preferences and Leadership Style Setting Direction Inspiring Others to Follow Mobilizing Accomplishment of Goals Moving Beyond Your Comfort Zone Leadership Development Path References Page no. 2

3 Summary of Your MBTI Results The MBTI instrument assesses preferences for how you tend to focus your attention, take in and process information, evaluate information, and deal with the outer world. The preferences combine and interact to form your MBTI type. The chart below summarizes these preferences and highlights your results on each preference pair. Best Fit Type Where you focus their attention E Extraversion Preferences for drawing energy from the outside world of people, activities, and things I Introversion Preferences for drawing energy from one s inner world of ideas, emotions, and impressions The way you take in information S Sensing Preferences for taking in information through the five senses and noticing what is actual N Intuition Preferences for taking in information through a sixth sense and noticing what might be The way you make decisions T Thinking Preferences for organizing and structuring information to decide in a logical, objective way F Feeling Preferences for organizing and structuring information to decide in a personal, values-based way How you deal with the outer world J Judging Preferences for living a planned and organized life P Perceiving Preferences for living a spontaneous and flexible life ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP ESTP ESFP ENFP ENTP ISTJ Leader Responsible Executors ESTJ ESFJ ENFJ ENTJ Page no. 3

4 Your Leadership Style ISTJ Characteristic Snapshot Quiet, serious, earn success by thoroughness and dependability. Practical, matter-of-fact, realistic, and responsible. Decide logically what should be done and work toward it steadily, regardless of distractions. Take pleasure in making everything orderly and organized their work, their home, their life. Value traditions and loyalty. When Setting Direction Strengths you have: Be able to call and synthesize a good deal of data and past experiences to provide a base on which to build future goals Define desired end points (goals) with clear metrics Focus on priorities by re-communicating goals until others can remember them Like to plan ahead, providing clear and realistic objectives that can serve as milestones towards the goal Challenges you face: Have difficulty envisioning or acting on new ideas that are different from the status quo Appear unenthusiastic about others ideas when considering and trying to integrate them Undervalue own vision of the future; may yield to too much to others input Hear others concern as challenges, and react dogmatically When Inspiring Others to Follow Strengths you have: Value loyalty and reward it with inclusion Describe past successes, which can increase others confidence in a successful future Define clear roles and deadlines so that others know what to do and by when, tracking progress to motivate engagement Demonstrate respect for other leaders and be comfortable with having the spotlight focused on others Page no. 4

5 Challenges you face: Under-communicate how much they value being part of the organization, thereby seeming less engaged than they are Have a strong inward focus when working on tasks, leading others to view them as unapproachable Make quick judgments based on experience, discouraging others who want to brainstorm and appealing closed to new ideas Fail to identify what inspires others, whether it is the challenge of the task, the joy of being part of the team, or the sense of satisfaction in a job well done When Mobilizing Accomplishment of Goals Strengths you have: Easily find the most efficient and practical way to execute a task Work diligently behind the scenes to support goal achievement Get others focused on the results expected Enjoy being depended on to get the work done, serving as a role model for others Challenges you face: Display supreme confidence in their facts and analysis, leaving others feeling that improvements or observations are unwelcome See all the way things can fail, discouraging others Fail to notice interpersonal clues that suggest may be stalled Micromanage others, inhibiting their skill development; may result in the leader getting stuck with more work to do 10 % Stretch Moving Beyond Your Comfort Zone Expanding Your Leadership Mind-Set: In addition to making sure tasks get completed, recognize the value of building personal connections, using those connections over time to achieve results. Strong relationships also deepen the commitment members of your team feel to one another and to their tasks. Page no. 5

6 Authority is delivered from more than one s position in an organization or on a career ladder. You must skillfully exert interpersonal influence, suing tailored approaches to motivate different people based on what they seem to care about. Time spent expressing your gratitude for others contributions is time well spent. Showing appreciation helps you reinforce productive behaviors, build relationships, gain influence, and increase employees engagement in their work. Broadening Your Style: Your habit of accomplishing tasks quietly and efficiently may lead you to avoid the spotlight and be too humble. Humility is indeed a virtue, but you may need to help others appreciate your contributions, boot overlook them. When appropriate, practice leadership styles you find less comfortable. For example, you might decide a democratic approach may work best when a decision will affect everyone and you need exceptional commitment from all to succeed. Share more about yourself, including your development goals, and invite others to tell your more about themselves, too. You will become a more influential leader when you are better know by your colleagues. Developing Additional Skills: Coaching. Learn to coach others for their own development, rather than to accomplish a specific task. Speaking up. Insert your ideas and reactions into group discussions sooner. Your clarity and ability to synthesize perspectives may help the group progress faster. Change How You Relate to Your Context Develop a deeper awareness of your own and others value, or a sense of what really matters. How can you exercise your values in the workplace and play to others values to influence them? Increase your comfort with ambiguity and lack of clarity interview colleagues who manage ambiguity/lack of clarity well to find new ways to respond to it. Page no. 6

7 Leadership Development Path S I T E F N E 1. Introverted Sensing (S I ). Your detailed memory helps you build effective implementation plans. Cultivate a similarly detailed understanding of what others find motivating to better enroll their help. 2. Extraverted Thinking (T E ). Others see your ability to move efficiently toward your goals. Try articulating your plan to others before you start. Their input may not only enrich your plan also engage them in its implementation. 3. Feeling (F). Develop the ability to diagnose group dynamics; practice reading the interpersonal subtext in group meetings and then later trade observations with a trusted colleague to continually sharpen your skills. 4. Extraverted Intuition (N E ). To exercise your strategic thinking muscles, try predicting how industry trends might affect your organization and what it will take to complete successfully 50 years from now. Discuss these ideas with your colleagues. For more than 60 years, the MBTI tool has helped millions of people throughout the world gain a deeper understanding of themselves and how they interact with others, helping them improve how they communicate, work, and learn. REFERENCES Isabel B. Myers (n.d.). The 16 MBTI Types. Retrieved December 10, 2012, from The Myers & Briggs Foundation: Richmond, S. L. (2008). Introduction to Type and Leadership. Mountain View, CA: CPP Inc. Page no. 7