SAMPLE. Myers Briggs Type Indicator Leadership Style Report DEVELOPED BY DR. M. QAMAR-UL-HASSAN. Report prepared for. Page no. 1

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1 Myers Briggs Type Indicator Leadership Style Report DEVELOPED BY DR. M. QAMAR-UL-HASSAN Report prepared for SAMPLE April 11, 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 ISFP Leader Practical Custodians ESTJ ESFJ ENFJ ENTJ Page no. 3

4 Your Leadership Style ISFP Characteristic Snapshot Quiet, friendly, sensitive, and kind. Enjoy the present moment, what s going on around them. Like to have their own space and to work within their own time frame. Loyal and committed to their values and to people who are important to them. Dislike disagreements and conflicts, do not force their opinions or values on others. When Setting Direction Strengths you have: Welcome others views to help set direction Be driven by own values and set a course that is congruent with those values. Be keenly aware of current reality as the starting place for setting direction. Be able to adapt objectives as needed due to situational changes and context. Challenges you face: Focus initially on the immediate situations rather than on deeper causes or long-term potential Give too much weight or others views Appear unwilling to make firm statements of directions or prone to changing their mind repeatedly Fail to build support needed for chosen objectives and react dogmatically When Inspiring Others to Follow Strengths you have: Be people-savvy, hence can tailor messages readily. Have the ability to influence others one-to-one in an environment characterized by trust. Be able to help others find their own way to do their best work, not needing to control or direct others. Work to ensure strong, positive affinity among team members Page no. 4

5 Challenges you face: Be uncomfortable in the spotlight and deflect attention to others Underestimate their ability to inspire a group to accomplish grand things Have trouble relating to and valuing the choices of people whose values differ greatly from theirs Seek a congenial atmosphere, sometimes not adequately challenging others to put forth their best efforts When Mobilizing Accomplishment of Goals Strengths you have: Sense inherently what is possible very quickly, being realistic about what can be done Be great at troubleshooting, encouraging others to improve their troubleshooting skills Influence others by doing work themselves, steadily helping others `achieve goals in a quiet, supportive way Be comfortable with considering several approaches before settling on the best action and quickly moving forward Challenges you face: Resist relying on the hierarchy, even when employing it would enable them to accomplish more. Forgo structure or organization, hence are hard for some people to follow. Be laissez-faire about finishing tasks on time, especially if a more pressing need arises in the moment. Withdraw from the team if too much interpersonal tension erupts, abdicating role as team s guiding force 10 % Stretch Moving Beyond Your Comfort Zone Expanding Your Leadership Mind-Set: In addition to seeing the value in friendly and gentle guidance, accept your role as steward of your organization s service-oriented purpose. This view will enable you to pick the right approach for a situation: authoritative and decisive as needed, flexible when appropriate. Your free spirit and resistance to rules and structure may cause you to see yourself as unsuited to leadership. However, your approach may it well in a starfish (i.e., decentralized) organization whose purpose aligns with your values. Page no. 5

6 Work to depersonalize reactions from others-they are likely reacting to your leadership role as they see it, not to you as a person. Broadening Your Style: Your leading-from behind style may be comfortable for you, but it might limit your ability to advance the organization s mission. Think of situations when an iron first in a velvet glove may be required-a life-threatening event, for example. If you as leader had to protect others, how would your style change? Build a small cohort of trusted advisers who complement your strengths. Work closely with them to help you fulfill your leadership role. Work to welcome the expression of diverse views in a respectful way. Debate over ideas can lead to a well-though-out campaign; differences do not have to result in a loss of harmony when handled productively. Developing Additional Skills: Self-assuredness. Develop an intrinsic sense of self; doing so will help minimize your concerns about whether people like you or agree with your direction. Organization. Learn practical tips for getting organized, or hire someone who will help you keep your work organized. Change How You Relate to Your Context Challenging yourself to imagine the long-term outcome of pursing a particular opportunity before you look at the historical context. Question organizational norms sooner. Rather than waiting or a crisis to erupt in your organization, ask why your organization does things as it does, instead of the way you think it should. If you haven t yet asked that question, how can you be sure you can t help change thing? Page no. 6

7 Leadership Development Path F I S E N T E 1. Introverted Feeling (F I ). Understand what matters most to you. Separate what is important to you from what others think should matter to you or what they want for you. While their intent is probably supportive, you must clarify for yourself your values and needs or you may feel adrift. 2. Extraverted Sensing (S E ). Be aware of your greatest stress symptoms, such as engaging in harsh selfjudgment and feeling unappreciated by others. Use your ability to refocus on the here and now as a way to manage such symptoms; this could mean getting exercise, getting out into the world, or having friends remind you to your strengths. 3. Intuition (N). Reflect on your day-to-day life, how well it matches what matters to you, and what other possibilities you might consider-where to move, what job to take, what to do in your retirement, and so on. Taking the first practical choice that seems reasonable can limit your vistas; reflecting is a critical midlife skill to develop for all SP types. 4. Extraverted Thinking (T E ). Develop your own blend of tough thinking and true caring to strengthen you resolve and help you stand by the hard decisions you ve made, even when facing dissent. Don t shy away from giving tough feedback to others, especially when further development is needed or expectations aren t being met. 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