Understanding Indicator is based on the idea

Understanding yourself
through self-analysis is essential to success in the workplace. One must have a
firm grasp of who they are as a person, and how best they work with others for
them to be able to achieve their goals in their career. Achievement is not
determined by what your personality is, but on how you use your specific strengths
to your advantage at work. Managers and executives must understand how they
best work so that they can be effective leaders; they must motivate and inspire
their team to accomplish their best as well. For my self-analysis, I took the Myers-Briggs
Type Indicator, the Big Five Personality Test, Emotional Intelligence
Questionnaire, and The Blake and Mouton Managerial Grid Leadership Self-Assessment
Questionnaire. Having a better sense of my personality will help me to communicate
with others more effectively, and will guide me to utilize my strengths in the

Myers-Briggs Type Indicator (MBTI) Personality Test

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The Myers-Briggs Type Indicator
is based on the idea that people experience the world using four factors: how
we interact with our surroundings and derive our energy (introverted vs. extroverted); how we see the world and
process information (observant vs. intuitive); how we make decisions and cope
with emotions (thinking vs. feeling); and how we live our lives (judging vs.

prospecting). There are sixteen different personality types based on these four

I discovered that I am an ENTJ
after taking the test. As an ENTJ, I get energized by social interaction, and I
am creative and open-minded. I focus on objectivity and rationality and am
thorough and highly organized. ENTJ’s are known for following the rules, for getting
things done efficiently, and for valuing structure and order. ENTJ’s seek opportunities for leadership and responsibility,
and truly enjoy being in charge (“ENTJ Personality (“The
Commander”)”). ENTJ’s possible positive traits such as confidence and charisma
that make me a natural leader. My extroversion makes it easy for me to share
with others. High quality work and efficiency is incredibly valuable to me. On
the other hand, I can come across as dominant, domineering and blunt, which can
be a challenge when communicating with coworkers and acting as a leader.

While I can identify with an
ENTJ personality in some ways, I still found this MBTI result surprising. I
have taken Myer-Briggs tests before that revealed that I am an ISFJ. While I
possess social skills and enjoy spending time with people, I get exhausted by
social interaction. I believe that I am more observant and practical than
intuitive and imaginative. I am more sensitive and emotionally expressive than
objective and rational. Overall, I find this more plausible. As Philanthropy
Associate at the Cincinnati Symphony Orchestra, I plan and attend donor events
and parties. I enjoy organizing these events, which involves creating planning
documents and working with a variety of vendors, but I find it difficult to introduce
myself to donors and to start conversations with people at the events. I tend
to stay in the background.

Big Five Personality

The Big Five Personality Test
measures one’s personality based on five core traits, which are extraversion,
agreeableness, conscientiousness, neuroticism and openness. Extraversion, as
discussed earlier, measures a person’s sociability. I scored a 12 out of 40 on
extraversion, which indicates that I am introverted. Agreeableness measures attributes
such as trust, altruism and kindness. I scored in the middle on the agreeableness
spectrum with a 21 out of 40; scoring in the middle suggests that I am somewhat
interested in other people and their feelings. This score also suggests that I can
sometimes insult and belittle others, which I do not believe to be true. Conscientiousness
measures the extent to which one relies on structure and organization. I scored
a 16 out of 40 on the conscientiousness continuum, meaning that I somewhat dislike
structure and schedules. Being in the middle of the continuum also means that I
sometimes spend time preparing and paying attention to details. I think this
accurately represents me because while I have a set schedule, I can be flexible
and messy at times. Neuroticism measures emotional resilience and control. For
neuroticism, I scored a 22 out of 40. I do experience stress and worry about work
both in and out of the office. I scored a 22 out of 40 on openness to
experience, meaning that I am creative and like tackling new challenges, but
also dislike change and can sometimes resist new ideas. This seems accurate as
well; I do not myself as a creative person, but I am flexible and open to

Emotional Intelligence Questionnaire

Emotional intelligence was
brought to a wide audience by Daniel Goleman, who found that effective leaders
are emotionally intelligent. The Emotional Intelligence Questionnaire measures these
qualities. Out of 50 possible points in each category, I scored a 44 in
self-awareness, a 26 in managing emotions, 33 in motivating oneself, 38 in
empathy and 35 in social skills. I believe that I am self-aware, empathetic and
motivated. I sometimes have difficulty managing my emotions. I often get
anxious at work over little things, and I let less-than-ideal situations stress
me out for extended periods of time. This makes me frazzled and frantic, which sometimes
hinders my ability to calmly and clearly communicate with others at work. This
also causes me to try to avoid unpleasantness by procrastinating on tasks.

The Blake and Mouton Managerial Grid Leadership Self-Assessment

The Blake and Mouton Test
measures leadership behavior. I scored a 6.2 on People and 5.6 on Task, which
means that I am a mix between Country Club Leader and Team Leader. A Country
Club Leader “uses predominantly reward power to maintain discipline and to
encourage the team to accomplish its goals. Conversely, they are almost
incapable of employing the more punitive coercive and legitimate powers” (The Vision Council). This type of leader is
accommodating and cares most about their team members’ needs and feelings. They
believe that if their team members are happy, they will work hard. This creates
an enjoyable environment, but sometimes productivity suffers because of a lack
of direction. In contrast, a Team Leader “leads by positive example and
endeavors to foster a team environment in which all team members can reach
their highest potential, both as team members and as people” (The Vision Council). This type of leader is
focused on both the organization’s and the team members’ needs. I see myself as
a Country Club Leader, which was especially evident when I worked as an Intern
Coordinator for a nonprofit organization and supervised ten interns. I was
mostly concerned that my team liked me, and I had difficulty being authoritative.

This meant that I was oftentimes lenient and work did not get done because I did
not provide direction for my team.

I hope to possess the qualities
that would make me a “Team Leader” based on the Blake and Mouton Managerial
Grid. I hope to become a kind and empathetic leader, who inspires and leads by example.

I want to be able to admit my flaws and when I am wrong. I aspire to be like the
Vice President of Philanthropy at the Cincinnati Symphony Orchestra. She is a
strong woman in an executive position at the Orchestra. She is incredibly kind
and thoughtful, but tough and assertive when she needs to be. She sets high expectations
for the Philanthropy team, and encourages teamwork and collaboration, which
makes the department incredibly successful at raising contributed income for
the organization.

To become the leader I aim to
be someday, I know that there are several areas that need my attention. I need
to work on portraying extroverted qualities in the workplace. This means networking
and starting conversations with people. I can prepare for this by coming up
with elevator pitches and coming up with good ways to start business conversations.

I should be more vocal in my thoughts and beliefs, and be more confident that I
have good ideas that should be shared with people I work with. I need to
embrace criticism, knowing that it is not personal. I can work to be more
empathetic and act more genuinely towards people in the workplace. Proactively seeking
feedback and assessment from my supervisors and colleagues will allow me to see
how others view my skills in the workplace. There are several actions I can
take while in the MBA program to develop certain parts of my personality. I
should participate in class discussions more often and ask questions I have
instead of hiding in the back of the class. I can work on my extroversion by introducing
myself to others in my classes.

In conclusion, I have found
that my scores were inconsistent between the four tests. I have scored somewhere
in the middle of several categories in the tests as well. Perhaps this means that
I act differently based on the situation and context, or that I score highly in
one aspect of the category but not another. Overall, introversion and work-related
stress are two weaknesses that I can work to improve. Assessing these results
has given me a better idea as to how I work with people, and how others see me.

I will apply what I have learned in my classes and in my work at the Cincinnati
Symphony Orchestra. This will help me become the successful and influential
leader I aspire to be.