Self-Analysis Report

Name – Khushi Singh

PGPID – PGP39363

1. Myers-Briggs Type Indicator (MBTI)

The Myers-Briggs Type Indicator (MBTI) is a personality test that asks questions about a
person's preferences in four areas: looking inward or outward, paying close attention to
sensory data or adding interpretation, making choices based on logic or circumstance, and
making actions or keeping an open mind to new information. The exam makes an effort to
rate each of the four areas of introversion vs. extraversion, sensing vs. intuition, thinking vs.
emotion, and judging vs. perceiving with a binary value. A four-letter test result, such as
"ISTJ" or "ENFP," is created by taking one letter from each category. My category is ISTJ
which stands for introverted, sensing, thinking and judgement. In this self-evaluation report,
I'll discuss my personality traits, strengths, and shortcomings as well as how they affect
different facets of my life.

1. Introversion (I): As an ISTJ, I have a tendency to be introverted, which implies that I

frequently need time alone to refuel. I enjoy being by myself and choose my social
engagements carefully. I prefer intimate one-on-one interactions than large social events.

2. Sensing (S): I rely on my senses to collect information and I like to work with specific,
tangibly represented information. I have a keen eye for detail and pay close attention to my
environment. I frequently use my prior experiences as a valuable reference point while
making decisions.

3. Thinking (T): I usually base my conclusions on reason and unbiased research. I value
reason, and when making decisions, I try to follow guiding principles. When assessing ideas
and debates, I can be fairly critical, preferring to draw my judgments based on data and logic
rather than feelings.

4. Judging (J): I enjoy order and organization since I am a Judging type. I'm known for my
dependability and timeliness, and I work best when I have clear goals and schedules. I
appreciate having projects finished before moving on to the next one because I want closure.
2. Big Five Personality Test

The MBTI may lack strong supporting evidence, but an impressive body of research supports
the Big Five Model, which proposes that five basic dimensions underline all others and
encompass most of the significant variation in human personality. Test scores of these traits
do a very good job at predicting how people behave in a variety of real-life situations and
remain relatively stable for an individual over time, with some daily variations. These are the
Big Five Factors:

 openness to experience (inventive/curious vs. consistent/cautious)

 conscientiousness (efficient/organized vs. extravagant/careless)
 extraversion (outgoing/energetic vs. solitary/reserved)
 agreeableness (friendly/compassionate vs. critical/rational)
 neuroticism (sensitive/nervous vs. resilient/confident)

I scored Below is the self-assessment of my Big Five Personality Test

1. Extroversion (Score: 21) - I have a moderate tendency toward extroversion. This

shows that while I normally value solitude, I also love social connections. Both group
activities and solitary pursuits seem to make me happy.
2. Acceptability (Score: 22) - My score indicates that I tend to be considerate and
cooperative when it comes to agreeableness. Relationship harmony is important to
me, and I frequently put the wants and feelings of others before my own.
3. Conscientiousness (Score: 26) - My high conscientiousness rating reveals a significant
propensity for being well-organized, goal-driven, and detail-oriented. In both my
personal and professional life, I am dependable, effective, and accountable.
4. Neuroticism (Score: 27) - In comparison to other people, I may suffer more emotional
instability, anxiety, and mood swings because of my relatively high neuroticism score.
I may need to pay more attention to managing my emotions and stress.
5. Openness (19 points) - In terms of openness, I show a moderate propensity for
consistency and comfort. Because of my pragmatic and practical outlook on life, I
occasionally choose stability above novelty.

3. Lead Style and Effectiveness

The followers are the main focus of the situational leadership theory (SLT), a contingency
theory. By choosing the appropriate people to lead, you can succeed and depending on the
level of the organization, the leadership followers' capacity. A situational leader uses one of
four (directing, coaching, supporting, delegating) leadership philosophies to give himself the
best chance of succeeding in any given circumstance. These circumstances depend on the
task at hand, the follower who has been established to complete it, their skill and willingness
to do so, and the task itself.

1. Direction (Score:3)
 Self-Assessment: My Directing score of 3 indicates that I am only marginally
successful in giving my team members the instructions and direction they
require.
 Strengths: I am able to assume leadership roles and give precise instructions
when called upon.
 Areas for Improvement: I might improve my capacity to establish clear goals
and closely monitor development to guarantee that tasks are carried out as
intended.

2. Coaching (Score:5)
 Self-Assessment: Receiving a 5 in coaching demonstrates that I am
exceptional at providing team members with direction and encouragement as
they build their abilities and confidence.
 Strengths: I have a strong track record of coaching and assisting team
members in enhancing their abilities.
 The ability to mix support and challenge based on each team member's
readiness is one of my areas for improvement, even though my coaching
abilities are great.

3. Providing (Score:3)
 Self-Assessment: I am able to assist and encourage my team members
emotionally to a moderate extent, as seen by my Supporting score of
 Strengths: When team members have difficulties, I can at least partially
support and understand them.
  Areas for Improvement: I need to work on regularly developing my empathy
and awareness of my team members' emotional needs.

4. Delegating (Score:1)
 Self-Assessment: Receiving a 1 in delegating shows that I have trouble
allowing team members to take responsibility for their actions and make
decisions.
 Areas for Improvement: I must greatly strengthen my capacity to assign tasks
to team members and have faith in them to do them without continual
oversight.

Effectiveness all around: These results indicate that my leadership effectiveness is somewhat
constrained. My major area of worry is Delegating, where I do poorly. I am excellent at
coaching and have average abilities in directing and supporting. I see the need to put more
effort into developing this talent in order to be a more effective leader. Delegating is a vital
leadership skill for fostering team autonomy and development.

4.Bases of Power

The bases of power are divided into formal and personal. Formal power is based on an
individual’s position in an organization. It can come from an ability to coerce or reward or
from formal authority. It consists of the following types of power:

 Coercive Power – Control over whether or not to punish. Use caution when applying
punishments because they have unfavourable impacts.
 Reward Power - The ability to grant your employees pay raises, promotions,
compliments, fun projects, and other perks.
 Legitimate Power – The authority to manage the organization's resources and use
them to carry out organizational objectives.

Personal sources are most effective. Personal influence is the capacity to persuade others and
change the course of events. Personal power derives from strong interpersonal abilities, self-
esteem, and confidence rather than official authority.

 Expert Power – A non-official definition of power derived from superior skill or

knowledge.
 Referent Power - High expertise is possessed by those having referent power. The
relevant powers they possess come from their capacity to secure their environment
and secure resources.

Below is the self-assessment report indicating how my power profile looks:

A. Referent Power (Score-12): My score in referent power indicates that I may not
currently have a strong likability or rapport with others. Building meaningful
relationships and trust with my peers and colleagues could be a valuable endeavour to
enhance my referent power. I should consider engaging in more team-building
activities and communication to foster positive connections.

B. Expert Power (Score-13): My high score in expert power suggests that I possess
significant knowledge, skills, or expertise in a particular field. This is a remarkable
strength and can serve as a powerful tool for influencing others. I should continue to
develop and share my expertise, as it can be instrumental in gaining respect and
influence.

C. Legitimate Power (Score-9): With a score of 9 in legitimate power, I hold a moderate

level of authority within my organization. This signifies that I have room to utilize my
position more effectively for influence. I should consider refining my leadership style
and communication to maximize the impact of my legitimate power.

D. Reward Power (Score-6): My score in reward power suggests that I have some
capacity to offer rewards or incentives, but I might not be fully leveraging this power.
I should think about how I can strategically use rewards to motivate and influence
others when the situation warrants it. Recognizing and rewarding the efforts of my
team members can reinforce positive behaviours.

E. Coercive Power (Score-5): I have a limited degree of coercive power, which involves
the ability to influence through punishment or the threat of negative consequences. It's
important to use this power judiciously and ethically, as an overreliance on coercion
can harm relationships. I should consider alternative approaches to address conflicts
or challenges.
In conclusion, my assessment highlights my significant strengths in expert and legitimate
power, which can be potent tools for influencing others positively.

5.Conflict Management Style

The process of identifying and resolving problems in an equitable and effective manner is
referred to as conflict management. The objective is to raise the likelihood of a successful
conclusion while minimizing any potential negative effects that may result from conflicts.
There are five conflict management styles - Competing/Forcing Shark, Collaborating Owl,
Avoiding Turtle, Accommodating Teddy Bear and Compromising Fox.

Below is the self-analysis report of my conflict management style basis the questionnaire:

A. Avoiding Turtle (Score 11) - When managing disputes, I have a tendency to avoid or
downplay issues rather than confront them head-on. With an 11 I clearly demonstrate that
avoiding disputes is my main or default style. I frequently find it better to avoid them than to
speak with them directly.

B. Competing/Forcing Shark (Score 10) – Competing or forcing is a style in which I stress

my own demands and objectives without much regard for those of others. The score of 10
indicates that even while I can use this methodology, when necessary, it is not my preferred
method.

C. Accommodating Teddy Bear (Score 7) - Making accommodations is putting others' wants

and desires ahead of my own. My score of 7 indicates that I can somewhat compromise and
take into account other people's views.

D. Compromising Fox (Score 6) - Finding a Middle Ground Solution is identifying solutions

where both parties give up something to come to an agreement. Given my score of 6, I am
willing to make concessions when disputes arise, although this approach is not my main one.

E. Collaborating Owl (Score 5) - With a score of 5, collaboration is my preferred method of

handling conflicts. When disputes happen, I prefer to work with others to resolve them in a
way that is satisfying to both parties. This approach focuses on collaboration and pursuing
win-win solutions.

In conclusion, based on my evaluation of myself, I tend to default to an Avoiding (Turtle)

conflict management style, where I avoid or downplay disputes instead of facing them head-
on. Following this strategy are competing, caving in, compromising, and collaborating, with
collaborating being my preferred strategy.

6.Emotional Intelligence

The Ability to Recognize Our Own Feelings and Those of Others, Motivate Ourself, and
Effectively Handle Our Emotions in addition to our connections.

A. Self-Emotion (Score 25): I am very adept at identifying and comprehending my own

feelings when it comes to self-emotion appraisal. With a score of 25, I am generally
conscious of my emotions and how they affect my thoughts and behavior.
B. Other Emotion Appraisal (Score 26): I am excellent in other emotion appraisal, which
involves identifying and comprehending the emotions of others. My score of 26
shows that I am adept at recognizing and understanding the emotions of those around
me. In terms of communication and interpersonal connections, this skill can be
helpful.
C. Using Emotions (Score 23): I am skilled at utilizing my own emotions in a positive
way to aid in problem-solving, thought, and decision-making. I can efficiently use my
emotions to improve my cognitive processes with a score of 23.
D. Regulation of Emotions (Score 24): I am good at successfully managing and
controlling my own emotions. A score of 24 indicates that I can control my emotions
in diverse scenarios to retain emotional stability and make wiser decisions.

It's crucial to remember that emotional intelligence is a dynamic talent that may be improved
upon and further developed over time. Increased emotional intelligence and better
interpersonal relationships can result from ongoing self-awareness and practice in these areas.