2.2.10 Personality Preferences Style Assessments (PPSA) 

While personality preferences style assessments (PPSAs) do not directly measure leadership ability, they can be valuable tools for self-reflection. Dan McCarthy, an expert in leadership and management development, has stated on his blog that “These kinds of assessments do not really measure leadership capability, but they can provide a leader additional insight into their behavior. For any of these, there is no good or bad profile, and results should be used only for development, not performance assessment.”

There are numerous PPSAs that might be valuable to organizations, leaders, and scholars in leadership studies. We list five of them here.

2.2.10.1 The Myers-Briggs Type Indicator® (MBTI®)

Purpose

By classifying and revealing personalities within four key areas, the MBTI aims to bridge communication gaps and foster understanding between individuals.

Description

Building on Carl Jung’s theory of psychological types, the MBTI® is a questionnaire that classifies personalities within four key areas: introversion/extraversion, sensing/intuition, thinking/feeling, and judging/perceiving. This combination creates one of 16 personality types. By revealing these preferences, the MBTI can bridge communication gaps and foster understanding between individuals. Used for over 50 years and translated into over 15 languages, the MBTI offers a framework for appreciating the unique ways people think, communicate, and interact.

Access

The tool is accessible via this link: https://www.mbtionline.com/. It may also be accessible via academic journals and research databases, including in the relevant articles listed in the references section. Prior to usage, permission from the authors or copyright holders may be necessary. Contact the authors directly or consult the articles for more information on the availability and permissions.

References

Boyle, G. J. (1995). Myers‐Briggs type indicator (MBTI): some psychometric limitations. Australian Psychologist, 30(1), 71-74.

Furnham, A. (1996). The big five versus the big four: the relationship between the Myers-Briggs Type Indicator (MBTI) and NEO-PI five factor model of personality. Personality and individual differences, 21(2), 303-307.

King, S. P., & Mason, B. A. (2020). Myers‐Briggs type indicator. The Wiley encyclopedia of personality and individual differences: Measurement and assessment, 315-319.

2.2.10.2 Behavioral Style DISC™ Profile

Purpose

The DISC is an instrument that classifies behavioral personalities into four types, i.e., Dominance, Influence, Steadiness, and Conscientiousness. It is an easy and useful instrument aiming to provide insightful perspectives regarding positive interaction and cooperation among team members to help leaders effectively communicate with coworkers. It highlights the importance of mixed personalities for optimal organizational success. DISC is a valuable tool for team building, selection processes, and self-assessment for personal development and improvement. The DISC model focuses on leaders’ natural behavior styles, communication preferences, and how they adapt their styles to their work environments. While primarily used for leadership development, DISC can also be a valuable tool for team building and selection processes, especially when used with established benchmarks.

Description

The DISC model focuses on leaders’ natural behavior styles, communication preferences, and how they adapt their styles to their work environments. The DISC is an instrument that classifies behavioral personalities into four types, i.e., Dominance, Influence, Steadiness, and Conscientiousness.

Drawn on the previous model of DISC, Beedu (2021) conducted an empirical research study to test the effectiveness of the DISC personality test. In this study, a total of 385 secondary sample data across industries was collected by a 5-point Likert scale. Validation of the instrument, reliability of the instrument, and administration of the instrument were examined. Using the methodology of frequency, percentage distribution, and evaluating extant literature and surveys, the author posits that the DISC instrument is effective in personality test, and it can be used for recruitment and self-assessment to identify strengths and limitations. Moreover, the author argues that DISC is an effective tool for team building and employee motivation.

The DISC model focuses on leaders’ natural behavior styles, communication preferences, and how they adapt their styles to their work environments. While primarily used for leadership development, DISC can also be a valuable tool for team building and selection processes, especially when used with established benchmarks.

Access

This tool is available for purchase from several online retailers and consulting companies.

References

BEEDU, G. K. (2021). A Study on the effectiveness of DISC personality test. Selinus University of Sciences and Literature.

Slowikowski, M. K. (2005). Using the DISC behavioral instrument to guide leadership and communication. AORN Journal, 82(5), 835-843.

2.2.10.3 Everything DiSC (Work of Leaders)

Purpose

It is a useful tool for the Work of Leaders’ assessment, evaluating people’s performance and organizational culture.

Description

This leadership assessment tool can provide Leaders with instant assessment by utilizing DISC’s four styles. It is a tool used to identify leadership strengths and challenges with narrative reports. Moreover, it is a valuable tool to better understand daily leadership and management decisions associated with personality types. For example, Popa and Zoghi (2023) conducted a mixed-method research study to investigate how emotional intelligence, mindfulness, and stress management contribute to creating better leaders. In their quantitative research study, the authors analyze the gathered data using DiSC assessment tool. They find that D (Dominance) and C (conscientiousness) types are people who struggle with health issues, while S (steadiness) and I (influence) types carry a more tranquil lifestyle. Their research provides insight into better leadership work of intangible nature, such as leadership effectiveness, decision-making improvement, quality of life, personal well-being, and financial impact on companies.

This self-assessment combines the components of the DiSC style preference assessment with additional items to assess leadership behaviors. It uses a comprehensive but easy-to-remember set of leadership tasks: vision, alignment, and execution. Extensive research went into the development of the framework and Work of Leaders assessment.

Access

This tool is available for purchase from several online retailers and consulting companies. It may also be accessible via academic journals and research databases, including in the relevant articles listed in the references section. Prior to usage, permission from the authors or copyright holders may be necessary. Contact the authors directly or consult the articles for more information on the availability and permissions. This tool is available for purchase from several online retailers and consulting companies.

References

McCarthy, D. (2008, June 22). Guide to leadership assessments. Great Leadership by Dan. https://greatleadershipbydan.com/2008/06/guide-to-leadership-assessments.html

Popa, R. E., & Zoghi, B. (2022). How Can Emotional Intelligence/Mindfulness/Disc Types, And Physiological Data Help with Stress Management for Technical Leaders? Journal of Business Studies Quarterly, 12(1), 1-15.

2.2.10.4 Workplace Motivators

Purpose

Workplace motivators aim to provide an insightful tool for human resources management to acquire, deploy, develop, and retain high-quality employees to achieve organizational objectives.

Description

Herzberg’s two-factor theory is predominant in examining the relationship between workplace motivation and employees’ job satisfaction. Drawn on this theory, an empirical research study through factor analysis was done by Sanjeev and Surya (2015) confirming the two structures of motivation and satisfaction. The research was designed with a pilot survey of 149 respondents using an online snowballing technique at a response rate of 30% and a confirmatory survey of 450 respondents using a multi-stage cluster sampling at a response rate of about 80%, respectively. This instrument measures 17 motives using 2 homogeneous items composites. This instrument also measures job satisfaction using 4 homogeneous items composites. The questionnaire has 38 items measuring with a 5-point Likert scale. Structural reliability, convergent, and discriminant validity were examined demonstrating the validity of the research design model. The finding indicates that the motivation factor has a positive relationship with employees’ job satisfaction, while the hygiene factor has no influential relationship with employees’ job satisfaction. Moreover, the authors argue that the motivational factor is not only related to intrinsic elements but also has a certain nature related to extrinsic elements. Furthermore, these two factors are not independent from each other but highly covaried. This paper highly suggests that managers use motivational factors to improve employees’ job satisfaction for organizational goal attainments and successes.

Access

It is accessible via academic journals and research databases, including the relevant articles listed in the references section. Prior to usage, permission from the authors or copyright holders may be necessary. Contact the authors directly or consult the articles for more information on the availability and permissions

This tool is available for purchase from several online retailers and consulting companies.

References

Ganta, V. C. (2014). Motivation in the workplace to improve the employee performance. International journal of engineering technology, management and applied sciences, 2(6), 221-230.

Oye, N. D., Salleh, M., & Noorminshah, A. (2011). Knowledge sharing in workplace: Motivators and demotivators. International Journal of Managing Information Technology (IJMIT) Vol, 3.

Sanjeev, M. A., & Surya, A. V. (2016). Two factor theory of motivation and satisfaction: An empirical verification. Annals of Data Science, 3(2), 155-173.

2.2.10.5 SOCIAL STYLE Model

Purpose

The SOCIAL STYLE Model is a tool for understanding the behaviors of individuals in groups and the impact those behaviors have on others.

Description

Factor analysis was conducted with over a hundred adjectives clustered to respective factors and finalized with three scales containing 150 adjectives labeled assertiveness, responsiveness, and versatility. These three scales were later developed as the Social Style Model.

The Social Style Model combines the two dimensions of assertiveness and responsiveness including four patterns of behavior styles. The four styles are as follows: driving, expressive, amiable, and analytical. Versatility is an independent scale separately from the above-mentioned Social Style. In addition, The Social Style Model-enhanced was developed from 2001 through 2003.

Access

This tool is available for purchase from several online retailers and consulting companies.

References

Darling, J. R. (1991). Improving communication in organizational leadership: Effective use of the social style model. Psychology: A Journal of Human Behavior.

Mulqueen, C. (2012). SOCIAL STYLE®.

Snavely, W. B., & McNeill, J. D. (2008). Communicator style and social style: Testing a theoretical interface. Journal of Leadership & Organizational Studies, 14(3), 219-232.

McCarthy, D. (n.d.). About Dan McCarthy. Great Leadership by Dan. https://greatleadershipbydan.com/p/about-dan-mccarthy.html

McCarthy, D. (2008, June 22). Guide to leadership assessments. Great Leadership by Dan. https://greatleadershipbydan.com/2008/06/guide-to-leadership-assessments.html