A Critical Analysis of Personality Self-Assessment Activities

This paper provides a critical analysis of personality self-assessment activities and their impact on future leadership. It covers topics such as Myers Briggs profile, Costa & McCrae Big 5 Personality Traits, McClelland Needs Analysis, and Thomas-Kilmann Conflict Mode Instrument. The paper concludes that personal traits can influence an individual's ability to lead and make decisions.

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A CRITICAL ANALYSIS OF PERSONALITY SELF-ASSESSMENT ACTIVITIES
Name
Student ID
Institutional affiliation

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Executive Summary
The paper aimed at conducting personality-assessment activities from various theories and
sources to determine the skills, traits, and capabilities, which are essential for future effective
leadership. Different theories and concepts introduced leadership as a way of creating a strong
relationship between oneself and others. The strong personality types of ENFJ including
extrovert, introvert, feeling and judging determine the extent of my leadership abilities. The
Mayer Briggs profile source revealed that perception and judgment, feeling and intuition,
extrovert and introvert is a key determinant of my personality attitude. Costa and McCrae big
personal traits source revealed that I must exercise positive traits to others and provides
mentorship. McClelland Needs Analysis revealed that I should lead by example by identifying
the needs of the people and using power to motivate them. Thomas-Kilmann Conflict Mode
Instrument source showed that I must consider using different conflict management strategies
like collaboration to enhance conflict solutions. The setting of goals and action plan is the best
action plan that I recommended for developing sustainable leadership skills. The key leadership
strategies I used include define and communication of vision, encouraging recognition, speaking
for the heat, delegation and empowering and commitment to continuing education. The paper
concluded that personal trait could be used in influencing the ability of leadership and
individual’s decision.

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Table of Content
Executive Summary...................................................................................................................2
1.0 Introduction.......................................................................................................................... 4
2.0 Brief Review of my Findings...............................................................................................4
3.0 Analysis of the four topics including a reflection of future leadership...........................5
3.1 Myers Briggs profile (MBP).............................................................................................5
3.2 Costa & McCrae Big 5 Personality Traits.......................................................................6
3.3 McClelland Needs Analysis.............................................................................................6
3.4 Thomas-Kilmann Conflict Mode Instrument..................................................................7
4.0 One Action Plan Using SMART Processes Based on Perceived Weaknesses...............8
5.0 Conclusion........................................................................................................................... 8
References............................................................................................................................... 10

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1.0 Introduction
Becoming an effective leader requires growth, observation, and self-reflection, and is an
ongoing process for most people (Kaiser, Hogan & Craig 2008 p.96).Furthermore, the skills that
help in moving up the organizational leadership hierarchy are not necessarily the same skills
needed to ensure successful leadership. According to Amagoh (2009 p.992) leaders who are
narrowly focused on their leadership traits lose sight of their ability in effecting change and
overly depend on networks and relationships. The paper seeks to provide a critical analysis of
personality self-assessment activities and establish the impact of the analysis to me as a future
manager or leader.
2.0 Brief Review of my Findings
From my analysis of Myers Briggs Profile, I have discovered that my personality type is
ENFJ (Extrovert, Intuitive, Feeling and Judging).
Extrovert
My personality type in ENFJ has Extrovert of 13 %. From Myers Briggs Profile, I have
realized that I am a born leader with passion and charisma. Having influence and natural
confidence, I take pride and joy in leading people in working together to build their personalities
and the community. Since I stand to speak when I feel that some information needs to be
passed, I radiate altruism, concern, and authenticity. In addition, I find it easy and natural in the
communication with other people; especially personally, with my Intuitive trait assisting me in
the reaching of every mind whether it is through raw emotion, logic, and facts.
Intuitive
Intuitive in my personality type accounts for 12%. I easily seemingly disconnected to
events and the motivations of people hence I have the ability to bring the ideas together while
communicating them as a common goal with mesmerizing eloquence. I have a genuine interest
in other people and may become increasingly involved in the problems of other people and
excessively trust them after believing in them. However, the trust is a prophecy for self-
fulfillment (Jussim 2017 p.1) since my authenticity and altruism inspire the people whom I
mostly care about including family and friends to better themselves, although I can sometimes
extend my optimism and push other people to go further than they are willing to go.
Feeling

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Feeling in my personality type accounts for 3%. I am vulnerable to the personal trap of
analyzing and reflecting on my own feelings, although I sometimes develop some form of
emotional hypochondria after being caught up in the plight of another person, and try to fix
personal issues in myself, which are not wrong by seeing the problems of other people in me.
After getting into a point where the limitations of another person are holding me back, I may not
offer assistance since my ability to see the dilemma and the past have been hindered. The
occurrence leads me to pull back and use the self-reflection in distinguishing what I really feel,
and the separate issues, which need to be looked into from different perspectives.
Judging
Judging accounts for 12% in my personality type as I have I have realized that I am a
passionate altruist and to a fault sometimes while being brave to stand up for the people I
believe. For example, many US Presidents have the ESFJ personality type since they have the
will of leading their nation to prosperity.
3.0 Analysis of the Four Topics Including a Reflection of Future Leadership
3.1 Myers Briggs Profile (MBP)
Myers Briggs profile (MBP) represents personality traits tests that a successful leader
must have in order to maintain a good relationship with others (Kuipers, Higgs, Tolkacheva &
deWitte 2009 p.436. The test results in different types of personalities are determined by
different categories that judge if a person is extroverted or introverted, perceptive and
judgmental, choices of thinking and feeling and sense of intuition. From the Myers Briggs profile,
the series of questions are helpful to me in the determination of a suitable career path based on
my abilities and personality traits. Furthermore, I do find my strong values important to me as I
can push the value onto others and become a sustainable leader. Generally, the Meyer Briggs
profile came up with a personal trait that aids in the discovery of my career path. Basing on my
Extrovert of 13%, it is clear that I need to improve my values further by revisiting my weak
personal traits.
3.2 Costa & McCrae Big 5 Personality Traits
From the Costa and McCrae Big 5 personality traits, personality can be described
thoroughly within five high order traits: agreeableness and conscientiousness, openness to
experience, neuroticism, and extraversion. The personal traits are characterized to act in a
specific way in different situations and are consistent patterns indicators in the way people feel,
think and behave (Komarraju, Karau, Schmeck, & Avdic 2011 p.472). The big personal test
develops an objective personality type with big five trait tests revealing more information about

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the interests and abilities of people needed in the leadership of certain organizations (Bowling &
Eschleman 2010 p.91). The personal traits are used in assessing employee’s personality in the
workforce. Costa and McCrae Big 5 personal traits accurately match with my 12% Intuitive of
my personality type with my current abilities and skills showing that my future leadership skills
need to focus on recognizing others abilities, sand improving weakness of others.
3.3 McClelland Needs Analysis
McClelland needs include the need for affiliation (nAff), need for achievement (nAch)
and need for power (power) (Moore, Grabsch & Rotter 2010 p.24). The need for achievement
requires a leader to concentrate on individuals who are optimistic for excelling, and those who
avoid high and low risks situations, as they need regular feedback from managers about their
progress. Affiliation needs a leader to create a strong connection with others so that employees
may perform the desired customer services and interact with consumers appropriately (Royle &
Hall 2012 p.1). Finally, the McClelland needs for power indicates that leadership focuses on
managing behaviors of others and taking control of others. From the McClelland Needs
Analysis, it is clear that I need to improve my interactions abilities with others as my feeling
personal type is very low at 3%. The improvement of the feeling will fuel my strong future
leadership skills of managing people from different cultures.
3.4 Thomas-Kilmann Conflict Mode Instrument
Thomas-Kilmann identified five styles to deal with and solve a conflict that tends to differ
in their degree of assertiveness and cooperativeness. Furthermore, from the findings, there is
no best method found for dealing with conflicts hence instrument is a way that helps people
understand why and how they can use a specific conflict mode in a given situation (Morrison
2008 p.974).Thomas-Kilmann Conflict Mode Instrument of conflict management styles include
accommodating, competing, collaborating, compromising and avoiding (Brown 2012 p.79). In
the Thomas-Kilmann Conflict Mode Instrument (TKI) I prefer collaborative style as my judging
personal type is 12% indicating that my ability to solve problems are average. Furthermore, the
collaborative style makes me view conflict as a solved problem and creates a solution that
satisfies everyone as it fosters on building relationships, respect, and trust.
4.0 One Action Plan Using SMART Processes Based on Perceived Weaknesses

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The assessment tool has revealed that Honesty and Integrity, Commitment and Passion,
good Communication skills, decision-making Capabilities, accountability, ability to inspire and
empower others and my inborn Creativity are my greatest strengths. However, my weaknesses
include excessive connectivity, lack of setting clear goals and expectations and need to be liked.
The key leadership strategies, which I will consider appropriate for enhancement of my
leadership capabilities include setting goals, communication of vision, encouraging recognition,
speaking for the heat, inspiring and empowering others. For successful implementation of
strategies, the action plan that I will consider is setting goals. This action plan makes sure that I
set worthwhile goals that gives me a sense of motivation. Regardless of the impact level, the
process helps me to learn new things that will make me a positive change agent after I have
learned how to take risks. Furthermore, the setting of the goals enables me to choose realistic
and attainable goals. Listing short-term goals help leaders in achieving the long-term goals and
inspires them in the accomplishment of the goals despite the level of difficulty (Goleman,
Boyatzis & McKee 2013 p.28). In addition, Thomas-Kilmann five styles to deal with and solve a
conflict ensures that my goals are specific.
Furthermore, I would stay committed to my goals of Developing a Realistic Road Map
and hitting targets daily even when they become difficult to handle. Improvement of
Perseverance, commitment, patience, and adventure makes my goals achievable, as I am able
to work towards a set of targets and visions. Moreover, setting of my priorities and avoiding
working to achieve multiple goals at once, allows me to concentrate on a single goal at once.
The creation of deadlines improves my ability to build an action plan and drive me forward to
lead better and work harder. Taking time in treating myself, improves the abilities of my efforts
of appreciating my success. Furthermore, doing the things that satisfy me helps in the
improvement of my level of motivation.
5.0 Conclusion
My abilities and knowledge determine my leadership traits as my high Extrovert and
intuitive personality types have provided a solid background that for being a sustainable leader.
My strengths and weakness clearly shows that I can effectively control, empower and inspire
others by implementing positive personality traits that motivate and mentor people. The
strategies of being committed and setting goals and targets are most effective for me to
implement the change. The setting of goals is best action plan for shaping my sustainable
leadership abilities.

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References
Amagoh, F., 2009. Leadership development and leadership effectiveness. Management
Decision, 47(6), pp.989-999. UK: emeraldinsight
Bowling, N.A. and Eschleman, K.J., 2010. Employee personality as a moderator of the
relationships between work stressors and counterproductive work behavior. Journal of
occupational health psychology, 15(1), p.91. U.S.A: Elsevier
Brown, J.G., 2012. Empowering Students to Create and Claim Value through the Thomas–
Kilmann Conflict Mode Instrument. Negotiation Journal, 28(1), pp.79-91. U.S.A: Wiley Online
Library
Goleman, D., Boyatzis, R.E. and McKee, A., 2013. Primal leadership: Unleashing the power of
emotional intelligence. United States: Harvard Business Press.
Jussim, L., 2017. Précis of Social Perception and Social Reality: Why accuracy dominates bias
and self-fulfilling prophecy. Behavioral and Brain Sciences, 40. U.S.A: proquest
Kaiser, R.B., Hogan, R. and Craig, S.B., 2008. Leadership and the fate of organizations.
American Psychologist, 63(2), p.96. USA: American Psychologist
Komarraju, M., Karau, S.J., Schmeck, R.R. and Avdic, A., 2011. The Big Five personality traits,
learning styles, and academic achievement. Personality and individual differences, 51(4),
pp.472-477. U.S.A: Elsevier

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Kuipers, B.S., Higgs, M.J., Tolkacheva, N.V. and de Witte, M.C., 2009. The influence of Myers-
Briggs type indicator profiles on team development processes: An empirical study in the
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Morrison, J., 2008. The relationship between emotional intelligence competencies and preferred
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