The document discusses personality types as assessed by the Myers-Briggs Type Indicator (MBTI). It provides information on the 16 personality types assessed by the MBTI and describes the four dimensions used to determine type: Extraversion-Introversion, Sensing-Intuition, Thinking-Feeling, Judging-Perceiving. It also summarizes leadership reports and career reports generated based on an individual's MBTI results.

1. The Meyers and Briggs
Foundation

2. Meyers and briggs research institute
 Meyers and Briggs Type Indicator(MBTI)
personality inventory is to make the theory of
psychological types described by C. G. Jung
understandable and useful in people’s lives.
 The essence of the theory is that much
seemingly random variation in the behavior is
actually quite orderly and consistent, being due
to basic differences in the ways individuals
prefer to use their perception and judgment.

3.  The 16 personality types of the Myers-Briggs Type
Indicator® instrument are listed here as they are often
shown in what is called a “type table.”
 ISTJ, ISFJ, INFJ, INTJ ISTP, ISFP,INFP,INTP

 ESTJ,ESFJ,ENFJ,ENTJ ESTP,ESFP,ENFP,ENTP

 Where,
 E-extraversion I-Introversion S-sensing N-Intuition
 T-Thinking F-Feeling J-Judging P-
Perceiving


4. LEADERSHIP REPORT
• Using the FIRO-B( fundamental interpersonal relations-
orientation-behavior) and MBTI Indicator.

5.  Leaders develop relationships with each
member of work group
 High quality relationship
 member is part of “in-group”
 more responsibility, higher satisfaction
 Low quality relationship
 member is part of “out-group”
 less responsibility, lower satisfaction

6. AIM OF THE STUDY
• To explore and expand the understanding of the leadership style
people
• show in an organization and how others might perceive and react
to it.
• recognize that each person has both strengths and possible blind
spots
• allow for wide divergence in people’s views, attitudes, values, and
behaviors
• see different operating styles as an opportunity to bring diverse
talents and strengths together in an organization.
• use leadership approaches that match the situation and people’s
differing needs, in spite of your own

7. • The FIRO-B instrument measures the extent to which people
attempt to satisfy three basic social needs:
Inclusion (participation, recognition, belonging),
Control (power, authority, influence), and
Affection(openness, warmth, closeness). The FIRO-B
tool reports on how much one initiates behavior in these
three areas (Expressed Behavior) and how much one
would like others to initiate that behavior toward them
(Wanted Behavior)

8. • EXPRESSED BEHAVIOR- WANTED BEHAVIOR-
• INCLUSION-6 (10) INCLUSION-4 (10)
• CONTROL-9 (13) CONTROL- 4 (13)
• AFFECTION-1 (2) AFFECTION- 1 (2)
• TOTAL EB POINTS-16 (25) TOTAL WB POINTS-9(25)
• Level of Overall Interpersonal Needs: MEDIUM-LOW
• Strongest Interpersonal Need: CONTROL
• RELATIONSHIP BETWEEN BEHAVIORS: Expressed is
greater than Wanted

9. ANALYSIS
• Overall Interpersonal Needs score (25) falls in the
medium-low range. This result suggests that peoples involvement
with others may sometimes be a source of satisfaction, depending
on the people and context.
• Total Expressed Behavior and Total
Wanted Behavior scores are both in the medium range
(16 and 9, respectively). These results suggest that people
sometimes initiate action and work proactively with others and at
other times are more comfortable being reactive to and reliant on
others.

10. suggestions
• Inclusion needs by-
• talking and joking with others.
• taking a personal interest in others
• Control needs by-
• assuming positions of authority
• advancing your ideas within the group.
• taking a competitive stance and making winning a priority.
• Affection needs by-
• supporting colleagues verbally and physically
• giving gifts to show appreciation

11. MBTI RESULTS
• The MBTI instrument describes four pairs of opposite preferences,
called dichotomies. All eight preferences are valuable, and
everyone uses each of them at least some of the time.
• The MBTI preferences for a LEADER are-
• E-Extraversion
• N-Intuition
• T-Thinking
• J-Judging

12. EFFECTS OF PREFERENCES IN WORK
SETTINGS
• Extraversion [E] -
• Like variety and action
• Are often impatient with long, slow jobs
• Are interested in the activities of your work and in how other
people do them.
• Act quickly, sometimes without thinking.
• Intuition [N]-
• Like solving new, complex problems.
• Enjoy learning a new skill more than using it
• May follow your inspirations, good or bad
• May make errors of fact

13. • Thinking [T]-
• Use logical analysis to reach conclusions.
• Can work without harmony.
• May hurt people’s feelings without knowing it.
• Tend to decide impersonally.
• Judging [J]-
• Work best when you can plan your work and follow your plan.
• Like to get things settled and finished.
• May not notice new things that need to be done.
• Tend to be satisfied once you reach a decision on a thing,
situation, or person.

14. INTERPERSONAL RELATIONS
• Although the MBTI instrument shows that People have a
preference for Extraversion, the overall interpersonal needs are in
the medium-low range. This combination of results suggests that
they enjoy the social aspects of work but keep their interactions
focused on a particular group of individuals.
• People may have learned to limit interpersonal activity over time
because of the organization’s work culture which may be very
unit oriented and doesn’t encourage the use of groups and teams.
He may also be the type of person who enjoys interacting with
others but does not like to rely on relationships or groups to get
things done. He may enjoy being included in groups, but feel
inhibited in bringing people together yourself.

15. INTERPRETIVE
REPORT
MBTI INDICATOR BASED

16. AIM
• This report is designed to understand the
results on the Myers-Briggs Type Indicator®
(MBTI®) assessment. Your responses to the
MBTI items indicate that the four-letter type
code is:
• ENFP
• Extraverted Intuition with Feeling

17. TYPE DESCRIPTION-
• ENFP-
• Warmly enthusiastic and imaginative
• See life as full of possibilities
• Make connections between events and information very
quickly, and confidently proceed based on the patterns
they see
• Want a lot of affirmation from others, and readily give
appreciation and support
• Spontaneous and flexible, often rely on their ability to
improvise and their verbal fluency

18. UNIQUE PATTERN PREFERENCES
ENFPs like and use Intuition first and Feeling second. Their
third favored process is Thinking, and their
• least preferred is Sensing. Youth is the time for ENFPs to
develop Intuition and Feeling. At midlife,
• Thinking and Sensing often become more interesting and
easier to use.
• #1 Intuition Most preferred
• #2 Feeling Second most preferred
• #3 Thinking Third most preferred
• #4 Sensing Least preferred

19. CLARITY OF PREFERENCES
MBTI responses also indicate the clarity of your
preferences, that is, how clear you were in selecting
each preference over its opposite. This is known as
the preference clarity index, or pci.
Because MBTI results are subject to a variety of
influences, such as work tasks, family
demands, and other factors, they need to be
individually verified.

20. WORK STYLE-
• ENFP Snapshot:
• ENFPs are enthusiastic, insightful, innovative, versatile, and
tireless in pursuit
• of new possibilities. They enjoy working on teams to bring
about change related
• to making things better for people.
• Creative
• Curious
• Energetic
• Enthusiastic
• Expressive
• Friendly
• Imaginative
• Independent

21. PROBLEM SOLVING APPROACH-
• 1. When solving a problem or making a decision, you
are most likely to start with your dominant function
,INTUITION, by asking:
• What interpretations can be made from the facts?
• What insights and hunches come to mind about this situation?
• What would the possibilities be if there were no restrictions?
• May then proceed to the #2 function, FEELING, and
ask:
• How will the outcome affect the people, the process, and/or
the organization?
• What is my personal reaction to (my likes/dislikes about) each
alternative?

22. • Not as likely to ask questions related to #3
function, THINKING, such as:
• What are the pros and cons of each alternative?
• What are the logical consequences of the options?
• What are the objective criteria that need to be satisfied?
• Are least likely to ask questions related to #4
function, SENSING, such as:
• How did we get into this situation?
• What are the verifiable facts?
• What exactly is the situation now?

23. career report
MBTI INDICATOR

24. AIM
This report applies the results from the Myers-
Briggs Type Indicator® (MBTI®) assessment to help
us identify job families and occupations that are a
good fit for the reported MBTI type.
• The responses on the MBTI instrument indicate
that the reported type is: ENFP.

25. HOW TYPE DECIDES CAREER CHOICE
• Preferred Work Tasks-
• Helping others develop or learn.
• Developing multiple solutions to problems.
• Seeing the possibilities in any situation or person.
• Creating new products or services.
• Preferred Work Environment-
• Offers opportunities to work with a variety of people
• Provides opportunities to travel or to work with people in other
countries
• Encourages and rewards creativity
• Has people who get excited by new possibilities

26. TYPE AFFECTS CAREER EXPLORATION
• Type strengths will help you:
• Think of all the things you have ever wanted to do
• Be willing to consider almost any possibility
• Take advantage of unexpected opportunities
• Establish an extensive network of people you can contact
• Convey enthusiasm and energy to interviewers.
• Type has probably helped to develop strengths:
• Identifying and pursuing multiple possibilities
• Brainstorming and creatively solving problems; developing
new products or services
• Motivating others by bringing energy and enthusiasm to any
task

27. Job families
• Most Attractive Job Families-
• Personal Care and Service
• Lodging manager, personal trainer, hairdresser, child care
provider
• Arts, Design, Entertainment, Sports, and Media
• Artist, coach, musician, reporter
• Community and Social Services
• Community service manager, career counselor, clergy, social
worker.

28. • Moderately Attractive Job Families-
• Office and Administrative Support
• Bank teller, receptionist, clerical services, legal secretary
• Life, Physical, and Social Sciences
• Biologist, chemist, economist, psychologist
• Legal
• Lawyer, arbitrator, paralegal, court reporter
• Construction and Extraction
• Carpenter, plumber, electrician, stonemason
• Building and Grounds Maintenance
• Gardener, tree trimmer, housekeeping, lawn service supervisor

29. Least attractive job families
• Protective Services
• Firefighter, correctional officer, security guard, police officer
• Transportation and Materials Moving
• Pilot, air traffic controller, driver, freight handler
• Installation, Maintenance, and Repair
• Office machine repair, mechanic, line installer, electronics repair
• Computers and Mathematics
• Programmer, systems analyst, database administrator, mathematician

30. ENTREPRENEUR
REPORT
MBTI®

31. MBTI PERSONALITY TYPE
• The MBTI identifies 16 personality types. The letters that
make up the type are derived from the four scales of the
MBTI. The results indicate that type is ESTJ.
• ESTJs like to take charge and organize tasks and people to
accomplish well-defined, tangible goals. Their firm grasp
of the relevant details and facts enables them to proceed
methodically, working step by step toward their goal. They
tend to rely on experience and common sense and
sometimes have little patience for abstractions. Active and
outgoing people who enjoy directing and delegating to
others, ESTJs are often found in management and
administrative positions.

32. Type and Entrepreneurship
• Based on the MBTI results of a sample of female small
business owners and a small sample of female
entrepreneurs whose businesses made the Inc. 500 list of
the fastest growing small companies. It was found that
ESTJ women are more than twice as likely as would be
expected to become small business owners given the
percentage of ESTJs among U.S. women. In addition, ESTJ
women are somewhat more likely than would be expected
to found one of the fastest growing small companies.

33. YOUR STRONG INTERESTS
• The Strong Interest Inventory measures interests by
comparing the results on the inventory with the results of
diverse samples of employed people who are experienced
in and satisfied with their careers. This Entrepreneur
Report will specifically compare the interests with the
interests of small business owners who are satisfied or
very satisfied in their careers.

34. A Snapshot of Small Business
Owners (SBOs)
• A national sample of 206 women who own and run small
businesses responded to the items on the Strong.
Throughout this report, are being compared with these
women—small business owners of the same gender as
yourself—because research has shown that women’s and
men’s interests differ, even within the same occupation.
Research has also suggested that female and male small
business owners differ in their motives for owning a
business, in the kind of business they choose, and in their
managerial style.

35. General Occupational Theme
Results
• The Strong’s General Occupational Themes represent six
types of people and work environments.
• CONVENTIONAL (C)
• ENTERPRISING (E)
• ARTISTIC (A)
• SOCIAL (S)
• REALISTIC (R)
• INVESTIGATIVE (I)

36. PERSONAL STYLES AND
ENTREPRENEURSHIP
• The Strong Personal Style Scales identify styles that may
affect how you would run a business.
• Small business owners, like women in the general
population, are more interested in working with people
than with ideas, data, or things. Your score is near the
middle of this scale, but still within the range of small
business owners. You may find that alternating between
working alone with ideas, data, or things and working with
others is a good balance for you.
• Small business owners have more interest in practical, on-
the-job learning than do women in general. You also prefer
learning on the job.

37. SUMMARY
 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 and
improve how they communicate, work, and
learn. Visit www.cpp.com to discover practical
tools for lifetime learning and development.