Leadership and Influence - Student Manual (FEMA-EMI, 1991, 208 p.): LESSON PLANS: Unit III Personal Styles

Leadership and Influence - Student Manual (FEMA-EMI, 1991, 208 p.)

LESSON PLANS

		Unit I Introduction
		Unit II Personal Values
		Unit III Personal Styles
		Unit IV Conflict Management Styles
		Unit V The Impact of Different Influence Styles
		Unit VI Exercising Leadership
		Unit VII Exercising Power
		Unit VIII Motivation
		Unit IX Group Dynamics
		Unit X Tying the Concepts Together: Course Integration & Application
		Unit XI Presentation of Influence Plans
		Unit XII Conclusion

Unit III Personal Styles

NOTE-TAKING GUIDE & ACTIVITY WORKSHEETS

OBJECTIVES

At the conclusion of this unit, you will be able to:

1. Determine your personal style and explain how it relates to your role in emergency management; and

2. Describe how the personal style of the person with whom you are interacting affects the relationship.

Personal styles are characteristic ways that people relate to other people.

Understanding personal styles helps you:

PERSONAL STYLE INVENTORY

Just as every person has differently shaped feet and toes than every other person, so we all have differently shaped personalities. Just as no person's foot shape is correct or incorrect, no person's personality shape is correct or incorrect. The purpose of this inventory is to give you a picture of the shape of your preferences. That shape, while different from the shapes of other people's personalities, has nothing to do with mental health or mental problems.

The following items are arranged in pairs (a and b), and each member of the pair represents a preference you may or may not hold. Rate your preference for each item by giving it a score of 0 to 5 (0 meaning you really feel negative about it or strongly about the other member of the pair, 5 meaning you strongly prefer it or do not prefer the other member of the pair). The scores for a and b must add up to 5 (0 and 5, 1 and 4, 2 and 3, etc.). Do not use fractions.

I prefer:

1a __	making decisions after finding out what others think.
1b __	making decisions without consulting others.
2a __	being called imaginative or intuitive.
2b __	being called factual and accurate.
3a __	making decisions about people in organizations based on available data and systematic analysis of situations.
3b __	making decisions about people in organizations based on empathy, feeling, and understanding of their needs and values.

Copyright 1979 by D.W. Champagne and R.C. Hogan. Reprinted with permission of the authors from Consultant Supervision by David W. Champagne and R. Craig Hogan, CH Publications, 812 Irving Street, Wheaton, IL 60187. This material may be freely reproduced for educational/training/research activities. There is no requirement to obtain special permission for such uses. However, systematic or large-scale reproduction or distribution – or inclusion of items in publication for sale – may be done only with prior written permission of the authors.

4a __	allowing commitments to occur if others want to make them.
4b __	pushing for definite commitments to ensure that they are made.
5a __	quiet, thoughtful time alone.
5b __	active, energetic time with people.
6a __	using methods I know well that are effective to get the job done.
6b __	trying to think of new methods of doing tasks when confronted with them.
7a __	drawing conclusions based on unemotional logic and careful step-by-step analysis.
7b __	drawing conclusions based on what I feel and believe about life and people from past experiences.
8a __	avoiding making deadlines.
8b __	setting a schedule and sticking to it.
9a __	talking a while and then thinking to myself about the subject.
9b __	talking freely for an extended period and thinking to myself at a later time.
10a __	thinking about possibilities
10b __	dealing with actualities.
11a __	being thought of as a thinking person.
11b __	being thought of as a feeling person.
12a __	considering every possible angle for a long time before and after making a decision.
12b __	getting the information I need, considering it for a while, and then making a fairly quick, firm decision.
13a __	inner thoughts and feelings others cannot see.
13b __	activities and occurrences in which others join.
14a __	the abstract or theoretical.
14b __	the concrete or real.
15a __	helping others explore their feelings.
15b __	helping others make logical decisions.
16a __	change and keeping options open.
16b __	predictability and knowing in advance.
17a __	communicating little of my inner thinking and feelings.
17b __	communicating freely my inner thinking and feelings.
18a __	possible views of the whole.
18b __	the factual details available.
19a __	using common sense and conviction to make decisions.
19b __	using data, analysis, and reason to make decisions.
20a __	planning ahead based on projections.
20b __	planning as necessities arise, just before carving out the plans.
21a __	meeting new people.
21b __	being alone or with one person I know well.
22a __	ideas.
22b __	facts.
23a __	convictions.
23b __	verifiable conclusions.
24a __	using appointments and notes about commitments in notebooks or in appointment books as much as possible.
24b __	using appointment books and notebooks as minimally as possible (although I may use them).
25a __	discussing a new, unconsidered issue at length in a group.
25b __	puzzling out issues in my mind, then sharing the results with another person.
26a __	carrying out carefully laid, detailed plans with precision.
26b __	designing plans and structures without necessarily carrying them out.
27a __	logical people.
27b __	feeling people.
28a __	being free to do things on the spur of the moment.
28b __	knowing well in advance what I am expected to do.
29a __	being the center of attention.
29b __	being reserved.
30a __	imagining the nonexistent.
30b __	examining details of the actual.
31a __	experiencing emotional situations, discussions, movies.
31b __	using my ability to analyze situations.
32a __	starting meetings at a prearranged time.
32b __	starting meetings when all are comfortable or ready.

PERSONAL STYLE INVENTORY SCORING SHEET

Guessing Your Type

Below are descriptions of the letter designators that will indicate your personal style. Study the descriptions and then select one letter from each pair (i.e., E or I, S or N, T or F, J or P).

An E for extroversion probably means you relate more easily to the outer world of people and things than to the inner world of ideas and concepts.	E or I	An I for introversion probably means you relate more easily to the inner world of ideas and concepts than to the outer world of people and things.
An S for sensing probably means you would rather work with known facts than look for possibilities and relationships.	S or N	An N for intuition probably means you would rather look for possibilities and relationships than work with known facts.
A T for thinking probably means you base your judgments more on impersonal analysis and logic than on personal values.	T or F	An F for feeling probably means you base your judgments more on personal values than on impersonal analysis and logic.

A J for judging	A P for the
a	p
t	e
t	r
i	c
t	e
u	p
d	t
e	i
	v
p	e
r
o	a
b	t
a	t
b	i
l	t
y	u
	d
m	e
e
a
n	p
s	r
	o
y	b
o	a
u	b
	l
l	y
I
k	m
e	e
	a
a	n
	s
p
l	y
a	o
n	u
n
e	l
d	i
	k
d	e
e
c	a
I
d	f
e	l
d	e
,	x
	i
o	b
r	l
d	e
e	,
r
l	s
y	p
	o
w	n
	t
a	a
y	n
	e
o	o
f	u
	s
l
i	w
f	a
e	y

b	o
e	f
t
t	l
e	i
r	f
	e
t
h	b
a	e
n	t
	t
a	e
	r
f
l	t
e	h
x	a
i	n
b
l	a
e
,	p
	l
s	a
p	n
o	n
n	e
t	d
a	,
n
e	d
o	e
u	c
s	i
	d
w	e
a	d
y	,
.
	o
	r
	d
	e
	r
	l
	y

	w
	a
	y

Now, write the letters that you have selected in the boxes below (ENTJ, ISTJ, ENFP, etc.)

To refine your guess, turn to pages 5 and 6 of the reference booklet, Introduction to Type, and read the overall composite characteristics of each type.

Revise your guess, if appropriate.

Use the Tabulating Sheet on the next page to score your inventory.

TABULATING SHEET

Instructions: Transfer your scores for each item of each pair to the appropriate blanks. Be careful to check the "a" and "b" letters to be sure you are recording scores in the right blank spaces. Then total the scores for each column and record the larger number from each pair in the boxes below (for instance, the higher of I and E).

I	E	N	S
1b______	1a ______	2a______	2b ______
5a______	5b ______	6b______	6a ______
9a______	9b ______	10a______	10b ______
13a______	13b ______	14a______	14b ______
17a______	17b ______	18a______	18b ______
21b______	21a ______	22a______	22b ______
25b______	25a ______	26b______	26a ______
29b______	29a ______	30a______	30b ______
Total ____	Total _____	Total ____	Total_____

T	F	P	J
3a______	3b ______	4a______	4b ______
7a______	7b ______	8a______	8b ______
11a______	11b ______	12a______	12b ______
15b______	15a ______	16a______	16b ______
19b______	19a ______	20b______	20a ______
23b______	23a ______	24b______	24a ______
27a______	27b ______	28a______	28b ______
31b______	31a ______	32b______	32a ______
Total ____	Total _____	Total ____	Total_____

Overview of the Myers-Briggs Type Indicator

Carl Jung's pairs of opposites:

Extraversion (E) - Introversion (I)

- Extraversion and Introversion (E/I) describe two different ways of relating to the world. In fact, Jung created these words.

Sensing (S) - Intuition (N)

- Sensing and Intuition (S/N) define two ways of collecting and generating information. They deal with the world of perception.

Thinking (T) - Feeling (F)

- Thinking and Feeling (T/F) define two ways of making decisions. They deal with the world of judgment.

Judging (J) - Perceiving (P)

- Judging and Perceiving (J/P) describes two different life style orientations and two contrasting ways of relating to the external world.

How we use the opposites

INDIVIDUAL ACTIVITY

Write your full name here using your non-dominant hand.

Is it possible?

Is it difficult?

Use of non-dominant types:

Effects of type in work situations:

What would a team composed of all sensing (S) types be like?

What would a team composed of all intuitive (N) types be like?

Importance of all types:

Data from this group:

What does this data suggest:

Interactions between types:

Useful interactions:

Potentially frustrating interactions:

Influence Plan Update: Return to page II-11 and take notes about the personal style of the individual you are trying to influence.

Summary: