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Leadership Report Using the FIRO-B® and MBTI®…
Tags: aspects of personality, briggs type indicator, communication problem, development agenda, different window, firo b, interpersonal relations, interpersonal relationships, leadership development program, leadership report, leadership style, mbti, myers briggs type, myers briggs type indicator, organizational culture, orientation section, personal development, personality and behavior, several points, two instruments,Pages: 17
Language: english
Created: Fri Apr 18 11:26:34 2008
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Leadership Report
Using the
FIRO-B® and MBTI® Instruments
Eugene R. Schnell
Report prepared for
JANE SAMPLE
April 17, 2008
This report is intended to help you explore and expand your understanding of the
leadership style you use in your organization and how others might perceive and
react to it. The information in this report is based on your responses to two
instruments: the FIRO-B® (Fundamental Interpersonal Relations Orientation-
BehaviorTM) and the MBTI® (Myers-Briggs Type Indicator®) assessments.
Both instruments tap into key aspects of personality and behavior in areas such as
communication, problem solving, decision making, and interpersonal relations. The
instruments are also distinct, each providing a view of your leadership personality
through a different window. Together, they complement each other and provide
rich information of use in your personal, ongoing leadership development program.
The report is written assuming that you understand your results on both instruments
and a trained professional has interpreted your results on the FIRO-B and MBTI
tools. This Leadership Report begins with a snapshot of your leadership style. The
Overall Leadership Orientation section highlights how you lead. Next, the report
offers a brief interpretive overview of your results on the FIRO-B and the
MBTI instruments. The report then describes your leadership style in various
contexts: in interpersonal relationships, in teams, and at the level of organizational
culture. Next, it identifies some strengths you may have and possible challenges you
might face in dealing with change and stress. Near the end of your report is an
Action Plan that details several points you may want to include in your personal
development agenda. The Resources that conclude the report include publications
that will help you better understand your results on the FIRO-B and MBTI assessments.
TM
CPP, Inc. · 800-624-1765 · www.cpp.com
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JANE SAMPLE THE LEADERSHIP REPORT
ENTP April 17, 2008
The comments and interpretations in your report are intended to help you
become a more adaptable leader; they are neither an evaluation of your leadership
abilities nor a test of your "CEO potential." Also, please keep in mind that the
suggestions and interpretations are presented as hypotheses or proposals about
your leadership style, not statements of fact or the final verdict on the success of
your leadership attempts. It is up to you to verify the statements and decide
how well they describe you.
The FIRO-B and the MBTI tools examine your leadership style from different perspectives,
thus once in a while what your results on one inventory say about you can seem to
contradict your results on the other inventory. Upon close examination, however,
seemingly inconsistent statements may nonetheless offer valid insights, with the
instruments together offering a view of the finer contours of your personality.
In addition to supplying you with information about your own leadership style,
this report can help you, as a leader
· 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; and
· use leadership approaches that match the situation and people's
differing needs, in spite of your own needs and preferences.
PAGE 3
JANE SAMPLE THE LEADERSHIP REPORT
ENTP April 17, 2008
OVERALL LEADERSHIP ORIENTATION
The following snapshot combines your MBTI and FIRO-B results. Reviewing this
section may help you recognize the most fundamental aspects of your leadership
orientation--the preferences and needs that shape how you lead.
Facets of Your Leadership Style
Your MBTI type preferences, ENTP, provide a wide angle lens through which
to view your leadership style.
You lead by motivating people and being enthusiastic.
You contribute by offering thoughts, ideas, and strategies and by using
your ingenuity and logic.
In a leadership role, you value vision, personal mastery, competence,
possibilities, principles, communication, adaptability, and ingenuity.
You make decisions by using objectivity, skepticism, curiosity, and
flexible principles.
You project a style that is enterprising, quick, outspoken, analytical,
conceptual, logical, creative, ingenious, resourceful, critical, and
strategic.
You enjoy building opportunities for growth and development, debating
challenging questions, and overseeing the linking of systems and strategies.
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JANE SAMPLE THE LEADERSHIP REPORT
ENTP April 17, 2008
Your Leadership Approach
Your relatively strong need for Affection, as measured by the FIRO-B assessment,
colors in a particular way the image of your leadership personality formed by the MBTI
lens. With the FIRO-B "filter" applied to the MBTI lens, the following overall
picture of your leadership approach emerges:
You show your support and encouragement by asking questions,
challenging others, and providing usable frameworks for action.
You seek to minimize conflict by forming and clarifying ideas and by
devising ingenious ways of resolving differences.
You show trust by allowing people autonomy.
You encourage loyalty to principles and guidelines.
You demonstrate your loyalty to others by investing in their ideas
and/or expertise.
When forced to choose, you will focus on gaining people's loyalty and
direct, honest communication rather than on making lots of connections,
achieving prominence, or figuring out the larger hierarchy and
decision-making process.
In the short run, your goal is to personally inspire people with your
visions and ideas for new ways of doing business.
In the long run, your goal is to develop a work unit that is aware of
its capacities and weaknesses and uses that awareness to move forward
on its devotion to a larger vision.
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JANE SAMPLE THE LEADERSHIP REPORT
ENTP April 17, 2008
BASIC INTERPRETATION
®
OF YOUR FIRO-B RESULTS
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). Your results and
some interpretive remarks are shown below.
Inclusion Control Affection
eI eC eA TOTAL
EXPRESSED
BEHAVIOR
expressed 7 1 7 15
wI wC wA TOTAL
WANTED
BEHAVIOR
wanted 7 9 7 23
TOTAL NEED FOR TOTAL NEED FOR TOTAL NEED FOR OVERALL
INCLUSION CONTROL AFFECTION INTERPERSONAL
NEEDS
14 10 14 38
Level of Overall Interpersonal Needs: Medium-high
Strongest Interpersonal Needs: Affection and Inclusion
Relationship Between Behaviors: Wanted is greater than Expressed
Your Overall Interpersonal Needs score (38) falls in the medium-high range.
This result suggests that your involvement with others is usually a source of
satisfaction; however, you occasionally need time to think and reflect, and you
may find that some relationships become frustrating or interfere with your job.
When interacting with others, you work best in small groups with regular
contacts.
Your Total Expressed Behavior score is medium and your Total Wanted
Behavior score is high (15 and 23, respectively). These results suggest
that you vary in the extent to which you initiate action or work proactively
with others; in some situations and contexts, you may rely quite a bit on
others and feel comfortable about accepting their behavior. Because your
wanted needs are greater than your expressed needs, you may prefer to wait
and see what others will do before taking action. In addition, you may feel
inhibited and experience dissatisfaction in some situations because you
are not getting what you want from others.
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JANE SAMPLE THE LEADERSHIP REPORT
ENTP April 17, 2008
Your Total Need scores for Inclusion, Control, and Affection (14, 10, and 14,
respectively) reflect the overall strength of each need. Even though your scores
for Inclusion and Affection are equal, FIRO-B theory predicts that Affection
is the need you are most comfortable pursuing and the need you are least
likely to give up. It is therefore likely that you will focus on getting close to
people, establishing relationships based on trust, exchanging personal
reactions and opinions, and building loyalty.
Control is the need satisfaction area you are drawn to least, the need that you
would be most willing to sacrifice. You are probably less interested in
determining who is in charge and how decisions are made than you are
in satisfying your needs for Inclusion and Affection.
Your Patterns of Need Fulfillment
Your six individual needs scores indicate the extent to which expressed
and wanted Inclusion, Control, and Affection are characteristic of you.
Your expressed-need results (as indicated by the boxes) suggest that you will
eI eC eA
7 1 7
likely sometimes likely not likely sometimes likely not likely sometimes likely not
express express express express express express express express express
your Inclusion needs by your Control needs by your Affection needs by
· talking and joking with others · assuming positions of authority · supporting colleagues
· taking a personal interest in · advancing your ideas within verbally and physically
others the group · giving gifts to show
· involving others in projects · taking a competitive stance appreciation
and meetings and making winning a · exhibiting concern about the
· recognizing the priority personal lives of others
accomplishments of others · managing conversations · being trustworthy and loyal
And your wanted-need results (as indicated by the boxes) suggest that you will
likely sometimes likely not likely sometimes likely not likely sometimes likely not
wI wC wA get get get let let let get get get
7 9 7
your Inclusion needs met by others have Control by your Affection needs met by
· frequenting heavily trafficked · asking for help on the job · being flexible and
areas (e.g., the water cooler) · involving others in decision accommodating
· wearing distinctive clothing making · listening carefully to others
· seeking recognition or · deferring to the wishes, needs, · displaying an open body
responsibility and requests of others posture
· going along with the majority · asking for permission and · sharing feelings of anxiety,
opinion circulating progress details sadness, or loneliness
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JANE SAMPLE THE LEADERSHIP REPORT
ENTP April 17, 2008
Roles You Take on in an Organization
Leaders play many different types of roles in a group. The roles you play
depend on your interpersonal needs and the needs of subordinates, colleagues,
and the particular members of a team.
Three important roles that individuals can play in a group setting are described
below on the left. These roles correspond to the needs for Inclusion, Control,
and Affection. The checks in the boxes on the right correspond to your expressed
need scores and indicate how likely you are to assume each role.
HOW OFTEN YOU
BASIC GROUP ROLES MAY PLAY THE ROLE
Frequently Occasionally Infrequently
Clarifier
Presents issues or solutions for clarification,
summarizes discussion, introduces new members
to the team, keeps team members up-to-date, and
provides the group with facts and data.
Director
Pushes for action and decision making; has lots to
say and wants to say it in meetings; may be overly
optimistic about what can be accomplished by the
group.
Encourager
Builds up the egos and status of others; remains
friendly, responsive, warm, and diplomatic;
may also sacrifice the truth to maintain good
relationships.
These orientations indicate that you are comfortable with the roles of
both Clarifier and Encourager. You may take on either of these roles
depending on the circumstances, although FIRO-B theory predicts that you
may prefer the Encourager role.
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JANE SAMPLE THE LEADERSHIP REPORT
ENTP April 17, 2008
BASIC INTERPRETATION
®
OF YOUR MBTI RESULTS
The MBTI instrument describes four personality dimensions, and each dimension is
made up of a pair of opposite preferences. All eight preferences are valuable, and
everyone uses each of them at least some of the time. However, each individual tends to
prefer one preference of each pair and generally uses it more than its opposite.
Your MBTI preferences are ENTP. Each of these preferences is described by a
boxed statement in the chart below.
WAYS OF
GAINING ENERGY EXTRAVERSION INTROVERSION
E You focus on your outside
world and get energy through I You focus on your inner world
and get energy through
interacting with people and reflecting on information, ideas,
doing things. and concepts.
WAYS OF TAKING
IN INFORMATION SENSING INTUITION
S You notice and trust facts,
details, and present realities. N You attend to and trust
interrelationships, theories, and
future possibilities.
WAYS OF MAKING
DECISIONS THINKING FEELING
T You make decisions using
logical, objective analysis. F You make decisions to create
harmony by applying
person-centered values.
WAYS OF LIVING
IN THE WORLD JUDGING PERCEIVING
J You prefer to be organized and
orderly and to make decisions P You prefer to be flexible and
adaptable and to keep your
quickly. options open.
Below are a dozen adjectives that describe ENTPs in general. Because there are
individual differences within each type, not every adjective may apply to you.
Adaptive Creative Questioning
Analytical Enterprising Resourceful
Challenging Independent Strategic
Clever Outspoken Theoretical
PAGE 9
JANE SAMPLE THE LEADERSHIP REPORT
ENTP April 17, 2008
Effects of Your Preferences in Work Settings
EXTRAVERSION (E) INTUITION (N)
Like variety and action Like solving new, complex problems
Are often impatient with long, Enjoy learning a new skill more than
slow jobs using it
Are interested in the activities of your May follow your inspirations, good or bad
work and in how other people do them May make errors of fact
Act quickly, sometimes without Like to do things with an innovative bent
thinking Like to present an overview of your
When working on a task, find phone work first
calls a welcome diversion Prefer change, sometimes radical, to
Develop ideas through discussion continuation of what is
Like having people around Usually proceed in bursts of energy
THINKING (T) PERCEIVING (P)
Use logical analysis to reach Enjoy flexibility in your work
conclusions Like to leave things open for last-minute
Can work without harmony changes
May hurt people's feelings without May postpone unpleasant tasks
knowing it May be curious and welcome new views
Tend to decide impersonally, on a thing, situation, or person
sometimes paying insufficient Postpone decisions while searching
attention to people's wishes for options
Tend to be firm minded and can give Adapt well to changing situations and feel
criticism when appropriate restricted without change
Look at the principles in the situation Use lists to remind yourself of all the
Feel rewarded when job is done well things you have to do someday
The Role You Take on in an Organization
Each of the sixteen MBTI types has a unique leadership role. Your leadership
role based on your MBTI type, ENTP, is described below. As you read the
description, remember that everyone has the potential to play more than one
kind of leadership-related role in a group. Your own leadership role may combine
elements of your FIRO-B-based role or roles (as described on page 7 of this report)
plus elements of your MBTI-based role.
Your preferences suggest that you may be most comfortable in the role of
Inventor*. In this role, you take an entrepreneurial approach. You encourage others
to push past obstacles and come up with new ways of seeing things.
* This work role and fifteen other work roles based on MBTI® type are described in Olaf Isachsen and Linda V.
Berens, Working Together: A Personality-Centered Approach to Management, 3rd ed. (San Juan Capistrano, CA:
Institute for Management Development, 1995), 92-107.
PAGE 10
JANE SAMPLE THE LEADERSHIP REPORT
ENTP April 17, 2008
eI eC eA
INTERPERSONAL RELATIONS
7 1 7 The world of leaders is inherently social. For some, social interaction is exhilarating
and energizing. For others, it can become draining and distracting or require
balancing time spent with people with some time spent alone.
14 10 14
How Interaction Affects Your Leadership
Both the MBTI and FIRO-B indicate that you have a preference for the outer
world of activities and people. Therefore, you probably enjoy the social
aspects of your work and find that interactions with others can raise your
motivation and improve the quality of your work. You work best when
interacting in small groups and when you have a chance to tap a regular
network of colleagues for input as part of the decision-making process. You
prefer face-to-face interaction over written communications and feel
comfortable leading a meeting and making presentations.
Because your interpersonal needs fall within the medium range, you may
occasionally be frustrated with how relationships and groups can become
difficult and cumbersome. You may also believe that taking the initiative
to engage others presents a set of risks that aren't always worth taking.
You may not like relying on others, especially groups, to get things done.
You enjoy the presence of new people, but don't like the pressure of
building many new relationships at once. "Bringing people out" and doing
outreach work on a regular basis may feel burdensome.
What You Show First in a Leadership Role
Leaders spend a fair amount of time in new situations and are routinely
required to build relations with new people. The kind of person you will appear to
be in such situations--your first face--is related to both your strongest expressed
need (as measured by the FIRO-B tool) and the dynamics of your MBTI type.
As an ENTP, you orient your preference for Intuition toward the outside world.
And your FIRO-B results indicate that you most readily express Affection.
Together, these results suggest that in new situations you are likely to
show first your concern for others. After spending time trying to understand
individual strengths and weaknesses, you work toward helping people find the
best match for their talents and desired future growth.
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JANE SAMPLE THE LEADERSHIP REPORT
ENTP April 17, 2008
WORKING WITH GROUPS AND OTHER LEADERS
The social world of leaders is dynamic. Sometimes leadership is about making
opportunities to approach others and engage them. At other times, leadership
involves being the recipient of the behavior and actions that others direct toward us.
How You Work in a Team
Your FIRO-B scores can shed some light on how you are likely to respond to the
opportunities and pressures of working in a team.
eI Your expressed and wanted needs for Inclusion suggest that you enjoy teams in which
7
there are many opportunities (but no pressure from others) to
wI
7 there are many opportunities to
there is no pressure to
there are many opportunities for others (but no pressure on you directly) to
state an opinion and join in the acknowledge the unique strengths
discussion of individuals on the team
share information and take an recognize people's contributions
interest in the activities of others and accomplishments
maintain a high profile on the team produce highly visible results
eC Your expressed and wanted needs for Control suggest that you enjoy teams in which
1
there are many opportunities (but no pressure from others) to
wC
9 there are many opportunities to
there is no pressure to
there are many opportunities for others (but no pressure on you directly) to
create structured roles and rules establish formal agendas
clearly define the goals and make final decisions rather than
activities of the team advise or recommend
take action and show progress assign specific areas of accountability
immediately directly influence others
eA Your expressed and wanted needs for Affection suggest that you enjoy teams in which
7
there are many opportunities (but no pressure from others) to
wA
7 there are many opportunities to
there is no pressure to
there are many opportunities for others (but no pressure on you directly) to
develop a team consensus give individual reactions and opinions
encourage and support individual work intensely for many hours at a time
efforts have frequent contact with other team
offer personal guidance members
build rapport with team members develop interdependencies for
early on information collecting and action
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JANE SAMPLE THE LEADERSHIP REPORT
ENTP April 17, 2008
What You Expect from Other Leaders
As a leader, it is important to be conscious of how you function as the follower
wI wC wA
of another leader and how you act toward leaders at all levels who seek to
7 9 7 influence you. What you expect from these other leaders greatly affects your
interaction with them.
Your expectations for other leaders are related to a certain aspect of your MBTI
type and your strongest wanted need.
You have preferences for Intuition and Thinking, and your strongest wanted
need is for Control. This combination of results suggests that you want
other leaders, above all, to be skilled and competent and to use their
competence so that logical decisions are made in support of accomplishing
goals and objectives. In addition, you may want other leaders to
provide deadlines, tasks, and clearly defined expectations and strategies;
be focused, firm, and comfortable with providing structure.
When interacting with other leaders, it is important for you to know that
they respect your ideas and challenge your thinking. You are willing to
forego a leader's encouragement and support if you know that you are being
given a demanding set of tasks.
It is also helpful to be aware of the type of leader you least like working with.
In general, this type of leader is one whose highest expressed need is in the
same area as your lowest wanted need.
Your lowest wanted needs are for Inclusion and Affection, but FIRO-B theory
predicts you will resist Inclusion the most. Therefore, you are likely to have
the least appreciation for a leader who is actively interested in gaining your
input and participation on a regular basis. This type of leader is also interested in
highly visible projects and enjoys providing you with plenty of public recognition.
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JANE SAMPLE THE LEADERSHIP REPORT
ENTP April 17, 2008
eI eC eA
POWER AND ORGANIZATIONAL CULTURE
7 1 7 The interpersonal and group dynamics of leadership discussed on the previous
pages take place in the even broader context of the "culture" and social
structure of the organization. Leaders are engaged in this level at all times,
14 10 14 influencing it and being influenced by it.
Your Bases of Power and Influence
Anyone who assumes a leadership role must develop some kind of power
through which he or she attains influence over others. Some leaders develop
socialized power: attaining influence in order to help others and have an impact.
Other leaders rely on formal power: exercising power to achieve a personal goal
of being influential and then using influence to succeed in fulfilling important
objectives. A third type of leader uses affiliative power: becoming influential
by nurturing and supporting people so that personal and organizational values
are fulfilled. Which of these three kinds of power you are most likely to develop
over the long term is directly related to your area of greatest interpersonal need.
You have two equally strong areas of interpersonal need: Affection and
Inclusion. Your need for Affection is apt to predominate, however, making
it likely that the influence you try to create as a leader will be based on
affiliative power.
Affiliative power is the tendency to value and desire power for the purposes
of being liked and warmly regarded and nurturing, supporting, and reassuring
others, even at the expense of one's personal needs. Your interest in affiliative
power is likely to lead you to develop strong personal loyalties, networks,
and commitments. You will seek to expand your base of influence by adhering
to important personal and organizational values and by showing how you
have served others.
Your Influence on Organizational Culture
The base of power you build in an organization is related to the type of
organizational culture you will strive to create. Organizationwide culture
is a complex phenomenon, but your leadership is likely to have a strong
influence on the culture among the staff and within the units that you
directly oversee. As is the case for your bases of organizational power,
the kind of culture you are likely to strive for is directly related to
your area of greatest interpersonal need.
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JANE SAMPLE THE LEADERSHIP REPORT
ENTP April 17, 2008
Among your two equally strong interpersonal needs, Affection is apt to
predominate. Therefore, you are likely to work to establish an
organizational culture characterized by
a high level of optimism
a warm and family-like atmosphere
a high level of feedback and candor
widespread giving of encouragement and support
And because your least important need is for Control, you are comfortable
letting certain Control-related aspects of organizational culture develop without
your guidance, creating the possibility that you will receive occasional
complaints about
too much flexibility with policies and procedures
wide distribution of power with limited accountability
too much overlap of responsibility between people
Your MBTI type can provide additional insights into how you influence
organizational culture. You are likely to use the power and influence you have
as a leader to create a work environment that is congruent with your preference
for either Intuition or Sensing and your preference for either Thinking or
Feeling.
Because you have preferences for Intuition and Thinking, you are likely to
be most comfortable in a work environment in which
you can work on broad issues and concerns
you can approach problems intellectually and theoretically
a long-range perspective is valued
goals are coherent and the structure rational
competence, professionalism, and updating of skills are highly valued
PAGE 15
JANE SAMPLE THE LEADERSHIP REPORT
ENTP April 17, 2008
DEALING WITH CHANGE AND STRESS
Organizational change can be stressful for all involved. Successful navigation of
change may depend on the leadership you show, as either the initiator of the
change or as someone who helps guide others through the change period.
Your MBTI type and FIRO-B scores suggest that you have certain strengths and
resources at your disposal for demonstrating leadership during times of
change. At the same time, each of these strengths has its potential downside.
If pushed too far, a strength can lose its effectiveness and open up an area
of challenge to you.
STRENGTHS AND RESOURCES POTENTIAL RELATED CHALLENGES
You can get people excited and You may build unrealistically high
optimistic about the change. expectations.
You are willing to attend to people's You may become discouraged and
personal needs and show support overwhelmed by the disruption that
and encouragement. change brings into people's lives.
You take direction well and are You may rely too much on other leaders
willing to "hang with it" and show to solve all the problems, and you may
your commitment. not recognize what they need to be
doing to make the change work.
You show loyalty and trust, avoid You may feel betrayed as the new
unproductive conflict, and are willing realities brought on by the change
to work with each person's emotions begin to settle in, and you may not do
during the change. the political maneuvering necessary
to influence outcomes.
You are willing to accept decisions You may feel a lack of guidance, get
from above, and you can work quickly distracted easily, and have trouble
to institutionalize the change. remaining productive in the face of
new obstacles.
You are willing to accept You may be rebellious or resistant if
inconsistencies, imbalances, and the change seems to reduce your
lack of structure during the change. autonomy, and you may be annoyed
with calls for new accountabilities.
You are highly flexible and can readily You may talk about too many ideas at
adapt to rapid change, and you are once and open up too many options for
good at coming up with ingenious how to proceed; you may undervalue the
solutions to problems. importance of coherence.
PAGE 16
JANE SAMPLE THE LEADERSHIP REPORT
ENTP April 17, 2008
ACTION PLAN
The preceding pages have painted a portrait of how your needs and preferences
tend to orient your leadership behaviors in your organization, how you relate
to and are perceived by others, how you use power to influence organizational
culture, and how you deal with change and stress. Considering these insights,
how do you become a more effective leader?
Experience suggests that you will be most effective as a leader if you remain
true to your ENTP nature and continue to constructively satisfy your various
interpersonal needs. However, your preferred modes of leading will not always
match the follower styles and interpersonal needs of everyone you lead. Therefore,
developing your effectiveness as a leader depends to a great extent on increasing
your leadership flexibility, expanding your repertoire of leadership behaviors.
Some suggestions for engaging in this developmental process are presented
below. Are they appropriate to you or your situation at work? Pick a few to work
into your personal action plan.
Examine your Control needs to see if they are appropriate to what others
need in your organization. You may want to proactively explore
methods for providing clear decisions and consistent direction for
others so that they can set their own priorities.
Consider that you may rely too much on others and pass up chances to
learn and self-develop through leadership. Look for opportunities to
improve and practice flexibility and to tolerate and work through
situations and projects shrouded with ambiguity.
Reflect on your more personal, one-on-one relationships and the possible
perception that you intrude on some with an overflow of personal openness.
You may wish to develop the strategy of holding back your opinions and/or
information about your personal life.
Your desire for reassurance and feedback, and your expectation of
closeness in your relationships with subordinates and fellow workers, may
surprise some to the point of discomfort. Look for ways to reassure
yourself rather than relying on others for support.
Your ENTP preferences suggest that you are innovative, individualistic,
versatile, and analytical. Others, however, may see you as overextending
yourself and may feel that you are competitive and unappreciative of their
input. You may wish to look for ways to acknowledge others and to set
more realistic priorities and timelines.
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JANE SAMPLE THE LEADERSHIP REPORT
ENTP April 17, 2008
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Mountain View, CA: CPP, Inc.
The Leadership Report Using the FIRO-B® and MBTI® Instruments © 1999, 2005 by CPP, Inc. All rights reserved.
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