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XXX, XX , 2009
Life Styles Inventory – Personal Results
Brian was mildly trepid about viewing the results of the Life Styles Inventory he had taken. Perhaps because his thinking and behavior were never charted he was nervous to see the results; or maybe he was worried that an objective view of his thinking style would reveal more about his personality than he was comfortable revealing. Whatever the reason, he was intrigued by the results. The results revealed things about him he didn’t know, confirmed suspicions of personality traits, encouraged changes to negative style trends, and otherwise provided a surprisingly accurate assessment of his thinking and behavioral styles.
Personal thinking styles
Brian’s primary thinking style was achievement (the 11 o’clock position in the circumplex), where he scored a 40, in the 99th percentile. His backup style was affiliative (the 2 o’clock position on the circumplex) where he scored a 36, in the 83rd percentile. Both of these styles, though surprisingly high are represented in his work and life. Since high school he was a highly motivated person, and has set realistic goals and attained those goals. His work reflects the achievement style as well; the consulting company started when he graduated high school is an example, and his upwards career path also demonstrates his achievement style. The high score for the affiliative style indicates people-oriented personalities that emphasize teamwork and cooperation. However, this personality trait alone won’t necessarily accomplish anything because it will focus on the relationships and teamwork but not push to complete tasks. Thus the marriage of high achievement and affiliative styles is efficacious in the leading of a team that works well, respects each other, and still accomplishes tasks in a motivated manner. The achievement and affiliative styles are often seen in a cross-section of executives. Because the nature of the job of an executive is to lead people and sell the company’s product, these two traits are valuable because they aid the executive on the inside of the organization by giving them the aptitude to motivate people and be liked and respected, and on the outside of the organization they create and maintain key relationships with customers and potential customers (CITE SOURCE HERE?). From his results, Brian identified two styles that could be limiting to his effectiveness. These were the approval and conventional styles. For the purpose of this report, he chose the approval style as his limiting style though it was lower than the conventional style. More so than the conventional style, managers and leaders who fall into the higher percentiles of the approval style will tend to be less effective because of their leadership style. Brian identified with the approval style in that he did tend to feel insecure about his abilities, was overly concerned about being liked and accepted and was easily intimidated. An aspect of that style he committed to change was the feeling of insecurity as related to his abilities. He knew that if he was more confident he would be better prepared to become a manager or leader.
Impact on management style
Brian’s achievement and affiliative styles lend themselves well to management. As well, a mid-range score of 18 (38th percentile) for the perfectionistic style could be useful as a manager, because it demands a job well done, but also doesn’t derive self-worth from perfection and doesn’t rely on perfection to the point of wasting time and reducing productivity. These styles fit well into the following four...