To be used in Dr.

Kavita Singh’s Session

PERSONAL STYLE INVENTORY
(R. Craig Hogan & David W. Champagne)

Just as every person has differently shaped feet and toes from every other person, so we all have
differently shaped personalities. Just as no person’s foot shape is right or wrong so no person’s
personality shape is right or wrong. The purpose of this inventory is to give you a picture of the
shape of your preferences, but that shape, while different from the shapes of other’s
personalities, has nothing to do with the mental health of the person.

The following items are arranged in pairs (‘a’ & ‘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 means you really feel negative about it and 5 means you strongly prefer it and do not
prefer the other member of the pair). The score for ‘a’ and ‘b’ must add up to 5 (0 and 5, 1 and 4,
3 and 2 and so on). Do not use fraction such as 2-1/2.

I prefer
1 a. 4 Making decisions after finding out what others think.
b. 1 Making decision without consulting others.
2. a. 2 Being called imaginative or intuitive
b. 3 Being called factual or accurate
3. a. 4 Making decisions about people in organizations based on available data and
systematic analysis of situations
b. 1 Making decisions about people in organizations based on empathy, feelings and
understanding of their needs and values
4. a. 2 Allowing commitments to occur if others want to make them
b. 3 Pushing for definite commitments to make sure that they are made.
5 a. 0 Quiet, thoughtful time alone
b. 5 Active, energetic time with people
6 a. 2 Using methods I know well that are effective to get the job done
b. 3 Trying to think of new methods of doing tasks when confronted with them
7 a. 4 Drawing conclusions based on unemotional logic and careful step by step analysis
b. 1 Drawing conclusions based on what I feel and believe about life and people from
past experiences
8 a. 0 Avoiding making deadlines
b. 5 Setting a schedule and sticking to it
9 a. 5 Talking a while and thinking to myself about the subject
b. 0 Talking freely for an extended period and thinking to myself at a later period
10 a. 3 Thinking about possibilities
b. 2 Dealing with actualities
11 a. 4 Being thought of as a thinking person
b. 1 Being thought of as a feeling person
12 a. 4 Considering every possible angle for a long time before and after making decisions
b. 1 Getting the information I need, considering it for a while, and then making a fairly
quick, firm decision
13 a. 2 Inner thoughts and feeling others cannot see
b. 3 Activities and occurrences in which others join
14 a. 0 The abstract or theoretical
b. 5 The concrete or real
15 a. 2 Helping others explore their feelings
b. 3 Helping others make logical decisions
16 a. 4 Change and keeping options open
b. 1 Predictability and knowing in advance
17 a. 2 Communicating little of my inner feelings and thinking
b. 3 Communicating freely my inner feelings and thinking
18 a. 4 Possible views of the whole
b. 1 The factual details available
19 a. 1 Using common sense and conviction to make decisions
b. 4 Using data, analysis and reasons to make decisions
20 a. 5 Planning ahead based on projections
b. 0 Planning as necessities arise, just before carrying out the plan
21 a. 4 Meeting new people
b. 1 Being alone or with one person I know well
22 a. 3 Ideas
b. 2 Facts
23 a. 2 Convictions
b. 3 Verifiable conclusions
24 a. 5 Keeping appointments and notes about commitments in notebook or in appointment
book as much as possible
b. 0 Using appointment books as minimally as possible
25 a. 5 Discussing a new, unconsidered issue at any length in a group
b. 0 Puzzling out issues in my mind, then sharing the results with other persons
26 a. 4 Carrying out carefully laid, detailed plans with precision
b. 1 Designing plans and structures without necessarily carrying them out
27 a. 3 Logical people
b. 2 Feeling people
28 a. 1 Being free to do things on the spur of the moment
b. 4 Knowing well in advance what I am supposed to do
29 a. 4 Being the center of attention
b. 1 Being reserved
30 a. 2 Imagining the non existent
b. 3 Examining details of the actual
31 a. 1 Experiencing emotional situations. Discussions, movies
b. 4 Using my abilities to analyze situations
32 a. 5 Starting meeting at a pre arranged time
b. 0 Starting meeting when all are comfortable and ready.
 PERSONAL STYLE INVENTORY SCORING SHEET

INSTRUCTIONS: Transfer your score from each item of each pair to the appropriate
blank. Be careful to check the ‘a’ and ‘b’ letters to be sure that you are recording your
score in the right blank space. Then total the score for each dimension.

DIMENSION DIMENSION

I E N S
1b 1 1a 4 2a 2 2b 3
5a 0 5b 5 6b 3 6a 2
9a 5 9b 0 10a 3 10b 2
13a 2 13b 3 14a 0 14b 5
17a 2 17b 3 18a 4 18b 1
21b 1 21a 4 22a 3 22b 2
25b 0 25a 5 26b 1 26a 4
29b 1 29a 4 30a 2 30b 3
18 22
Total I 12 Total E 28 Total N Total S

DIMENSION DIMENSION

T F P J
3a 4 3b 1 4a 2 4b 3
7a 4 7b 1 8a 0 8b 5
11a 4 11b 1 12a 4 12b 1
15b 3 15a 2 16a 4 16b 1
19b 4 19a 1 20b 0 20a 5
23b 3 23a 2 24b 0 24a 5
27a 3 27b 2 28a 1 28b 4
31b 4 31a 1 32b 0 32a 5
29 11 11 29
Total T Total F Total P Total J

Depending on the scores my personality is ESTJ –

 EXTRAVERSION

Outgoing

Publicly expressive

Interacting
Speaks, then thinks

Gregarious

 SENSING

Practical

Specific

Feet on the ground

Details

Concrete

 THINKING

Analytical

Clarity

Head

Justice

Rules

 JUDING

Structured

Time oriented

Decisive

Makes lists/uses them

Organized
 MANAGERIAL STYLE QUESTIONNAIRE

Read each statement and indicate how much the statement shows your characteristic behaviour
i.e. how frequently you behave or would behave in that way in the future. Use the following key:

Write 5 if you almost always/would behave this way

Write 4 if you often/would behave this way

Write 3 if you sometimes/would behave this way

Write 2 if you occasionally/would behave this way

Write 1 if you never/would behave this way

This questionnaire is meant to help you to get feedback on your managerial style.

Be spontaneous and honest in your response.

S.No. Statement Score

1. Assure your subordinates of your availability to them. 4

2. Communicate strong feeling and resentment to the senior managers, 3

without caring whether this will affect your relationship with them.

3. Encourage your subordinates to raise questions with you about what 5

should or should not be done.

4. Discuss new ideas with the participants even without working out their 3
details.
5. Collect all the necessary information needed solutions to the problems. 5

6. Give your subordinates the needed solutions to their problems. 5

7. Think out unusual and new solutions. 5

8. Admonish the subordinates for not acting according to your instructions. 3

9. Take up your subordinates cause and fight for them. 5

10. Collect all the information and data even when those are not immediately 4
needed or used.

11. Help your subordinates know some of their strengths. 5

12. Champion the subordinates’ cause even at the cost of effectiveness. 5

13. Help your subordinates see the ethical or normative dimensions of some of 4
their behaviour or actions.

14. Overwhelm your subordinates with new ideas. 5

15. Think out (generate) many alternatives before adopting one for action. 5

16. Guide your subordinates in detail about the problem and their solutions. 5

17. Try out new things. 5

18. Give very detailed instructions to your subordinates on what should or 5

should not be done.

19. Zealously argue your case (point of view) in your organizational meetings. 3

20. Spend most of the time on specific tasks to be performed. 4

21. Reassure your subordinates of your continued help. 5

22. Express resentment to the concerned authorities about what has not been 4
done as promised.

23. Help your subordinates examine the appropriateness of the proposed 5

action.

24. Try out new ideas/ways even without waiting to consolidate the previous 4
ones.

25. Continuously search various resources from which needed information can 4
be obtained to work out solutions to problems.

26. Encourage subordinates to come frequently to you to seek your advice and 5
help.

27. Feel excited in trying out new ways and take a problem as a challenge. 5

28. Strictly prescribe standards of behaviours to be followed in your 3

department/section.

29. Express frankly your feelings and reactions in the meetings and to your 3
senior managers.

30. Primarily work on organizational tasks, even at the cost of sensitivity and 2
attention to feelings of people.

SCORING SHEET
 Please transfer the scores from the questionnaire to the following columns according to the
serial number of the statement:

S. No Score S. No Score S. No Score Total

1. 4 11. 5 21. 5 14 PNF
2. 3 12. 5 22. 4 12 CRD
3. 5 13. 4 23. 5 14 PCF
4. 3 14. 5 24. 4 12 CLD
5. 5 15. 5 25. 4 14 AF
6. 5 16. 5 26. 5 15 PND
7. 5 17. 5 27. 5 15 CLF
8. 3 18. 5 28. 3 11 PCD
9. 5 19. 3 29. 3 11 CRF
10. 4 20. 4 30 2 10 AD

MANAGERIAL STYLE

FUNCTIONAL DYSFUNCTIONAL
 PCD
PCF
14 11

14 15
PNF PND

14 10
AF
AD

CLF CLD
15 12

11 12
CRF CRD
DD

+ -
APPROACH AVOIDANCE
PCF
Critical Parent Functional (Ego States)
When PCF is revoked reaction can be angry, (threatening, humiliating, others).
Functional : We can take proper action.
PND
Overdoing it, overoaring, overnurturing, overpossessiveness. Suffocating near and dear ones by
it.

AF
Adult functional - Guided by rationality (Balanced)

CLF
No Creativity, No out of the box thinking, comfortable path taken

CRD
Very Rebellious, Always going against the system, Stand up for the cause, Don’t sit

Comparing scores of MBIT and MSQ

I agree that I am an ESTJ as I am

EXTRAVERSION - Outgoing, Publicly expressive, Interacting, Speaks and then thinks,

Gregarious

SENSING – Practical, Specific, Feet on the ground, Details, Concrete

THINKING – Analytical, Clarity, Head, Justice, Rules

JUDING – Structured, Time oriented, Decisive, Makes lists/uses them, Organized

But I do not associate with MSQ scores and I feel they are quite opposite.