final_assisgnment

BOLTON BUSINESS SCHOOL

Course level: MBAModule title: Leadership and ManagementModule code: MBA 7021Level HE7Credits 20Assignment title: Leadership and Management Style Analysis, including Self-

Development ReportDate issued Date due

inExtension date agreed? Actual submission date

4th Oct 2015 18th Dec 2015Interim mark awarded

(This mark is subject to internal and external moderation)General Comments: (brief comments on the performance)

(Detailed comments will be provided on the feedback sheet attached)

For Student Use:Student Number: 1510862

IMPORTANT:1. All completed assignments must be accompanied by this front cover sheet when submitted2. Students are required to submit their work through Moodle to the Turnitin 3. All references must be fully cited in Harvard notation.4. Plagiarism in any form will result in severe penalties.5. Any late or non-submissions should be preceded by completion of a Mitigating Circumstances Form,

or, an Extension Request Form (up to 5 days only) 6. Students who fail to submit assessments by the specified date (without an extension being granted

or without accepted Mitigating Circumstances) will be subject to the following penalties: Up to 5 calendar days late = 10 marks subtracted but if the assignment would normally gain a pass

mark, then the final mark to be no lower than 40%. Up to 10 calendar days late = 20 marks subtracted but if the assignment would normally gain a pass

mark, then the final mark to be no lower than 40%. More than 10 calendar days late = 0 marks awarded.DeclarationI confirm that I have read the University policy on plagiarism and that the work presented here is my own. I acknowledge that the University uses plagiarism detection software.

Student Signature: Saad AminDate: 18-Dec-2015

Date: 18-Dec-2015Student ID: 1510862

Table of ContentsCurriculum Vitae.............................................................................................................................3Skills................................................................................................................................................4Honors / Achievements....................................................................................................................4Interests............................................................................................................................................4References........................................................................................................................................4Records Section...............................................................................................................................5

1. 11 Qualities of the Effective Manager..................................................................................52. Myers Briggs Type indicator (MBTI)..................................................................................63. Locus of Control...................................................................................................................84. Tolerance of Ambiguity........................................................................................................95. Values.................................................................................................................................106. Cognitive Style...................................................................................................................117. Learning Style.....................................................................................................................118. Communication Pattern & Communication Skill...............................................................129. Listening Skills...................................................................................................................1310. Emotional Intelligence....................................................................................................1411. Transactional Analysis (TA)...........................................................................................1412. Conflict Handling Style..................................................................................................1513. Meredith Belbin Team Role............................................................................................16

SWOT Analysis.............................................................................................................................17Analysis Section............................................................................................................................17

1. Context No. 1......................................................................................................................172. Context No. 2......................................................................................................................19

Personal Development Plan...........................................................................................................21Reference List................................................................................................................................22

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Curriculum Vitae

Saad AminContact: +971-50-2514262Email: [email protected] of Birth: 25th May 1990

Objective

Secure a position with a leading organization that will lead to a long term career relationship

Work Experience

Jun 2015 – Present Commercial Bank International - Basel Implementation Officer (UAE)Working for Risk Analytics and Basel unit under Enterprise Risk

Management• Develop guidelines and features requirements of Basel Standards.• Enhance awareness of Basel II & III requirements throughout the Bank.• Coordinate with other projects/implementation affecting or linked to Basel

Standards.• Liaise and coordinate between the various stakeholders to ensure

development meets requirements.• Ensure timely execution of the committee resolution and

recommendations.• Ensure timely preparation and reporting Basel related requirements of

Central Bank of UAE.• Monitor and analyze Capital Adequacy and prudential returns. • Coordinate Basel audits/reviews by CBUAE and external auditors.• Take on ad-hoc Risk Management activities deputed by senior

management.• Support risk analytics unit to develop key risk dashboards and internal

reports.

Jun 2015 – Present Faysal Bank Limited – Basel II Analyst (Pakistan)

Working for Capital Management Team under Enterprise Risk Management• Submission of Regulatory Capital Adequacy Report to Central Bank in

accordance with Pillar I requirements of Basel Regulation. • Assist in Internal Capital Adequacy Assessment Process (ICAAP) in

accordance to Pillar II requirements of Regulatory Basel standards. • Assist the management to take informed decision regarding effective

utilization of capital through various MIS reports, trend analysis and presentations.

• Assisted the management in regulatory and internal audit. • Maintain Credit ratings database from recognized External Credit

Assessment Institutions (ECAIs). • Assisted in successful implementation of Basel III Standards. • Support Analytics team in Regulatory Credit Risk Stress Testing. • Preparation of presentations for Board Risk Management Committee

and Enterprise Risk Management Committee.

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Education

Sep 2015 – Present University of BoltonMaster of Business Administration (MBA) – (Expected 2017)

Sep 2009 – Jul 2012 University of NottinghamB.A. (Hons) Business, Economics & Finance – First Class

Sep 2007 – Jul 2009 Cordoba School for A Level GCE Advance Level – 3 AsSep 2005 – Jul 2007 Progressive Public School GCE Ordinary Level – 8 As, 2 Bs

Skills

Microsoft Office Excel: Spreadsheet models, dashboards & reconciliationsPowerPoint: Various Senior Management Committee presentation packsWord: Policies, procedures, Memos, MIS

Basel Framework Calculating Risk Weighted Assets (RWAs), Basel-related Market Disclosures and ICAAP

Data Collection/Analysis Worked on huge data sets collected from various departments for RWAs calculations

Research/Analytical Worked on various research projects in UniversityLanguage English (Fluent), Urdu (Fluent), Hindi (Basic)Leadership Elected Executive Member – Students Association Nottingham

Marketing Head - Nottingham Brings a SmileHead of Students Council - Cordoba School for A Level

Personal Interpersonal, Flexibility, AdaptabilitySocial Assistant Director Public Relations - Rotaract Club

Students Media Crew Nottingham - Graphic Designer

Honors / Achievements

University of Bolton Academic Merit Scholarship AwardFaysal Bank Limited Promoted to Officer Grade 1 for outstanding performanceUniversity of Nottingham Dean’s List Award for Academic Excellence, High Achiever’s Scholarship

Award, Various Awards for Cricket, Futsal and Dodge ballA Level High Achiever’s Scholarship, Cricket & Table Tennis – Various AwardsPhotography Gold Medallist - International Schools Educational Olympiad, USEFP

Interests

Sports I have been a sports-enthusiast involved in sports like Cricket, Futsal, and Volleyball. Active follower of English Premier League

Others Travel, Photography, Social Networking and Movies

ReferencesAsad Kerai Tabish Ali AhmedHead Enterprise Risk Management Assistant Manager Financial Services RiskFaysal Bank Limited Ernst & Young [email protected] [email protected]

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mailto:[email protected]

mailto:[email protected]


Records Section

This section focuses on discovering and analyzing my personality, skills and general

attitude at work using various self assessment instruments.

1. 11 Qualities of the Effective Manager

Through research and experience, Pedler et al. (2007) concluded that success of

managers is directly related to their personal attributes and qualities. The foundation of

this self-assessment theory is based on 11 qualities which are bifurcated into three

groups (Figure 1). This framework has been a constructive tool for individuals to identify

their potential skills and capabilities to cope up with organizational needs (Buckley,

2002).

The assessment is based on scores generated by completing a questionnaire. My

scores (Figure 2) suggest that there is definite development need in the area of

“sensitivity to events” where I scored 12, the lowest. Having just over 3 years of work

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experience, the score validates the point that I may lack the skill to vigilantly observe the

situations. The scores also highlighted that my strengths lie in “balanced learning habits

and skill” in which I scored 20. This could simply mean that I have carried forward the

learning habits that I developed in my undergraduate program and have been able to

successfully apply them at work.

2. Myers Briggs Type indicator (MBTI)

Using the theory of personality developed by Carl Jung, MBTI was developed by Isabel

Briggs Myers and her mother, Katharine Cooks Briggs in 1942. It considers four pairs of

distinct traits to generate 16 different personalities (Abrams, cited in Fretwell et al.,

2013) as illustrated below. Passmore et al. (2010) concluded that MBTI is very useful in

determining one’s preferences and with time people can become effective at using their

non-preferences.

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No Quality / Attribute Total Score1 Command of the basic facts 152 Relevant professional knowledge 173 Sensitivity to events 12 Lowest4 Analytical, problem solving and decision-making 165 Social skills and abilities 156 Emotional resilience 147 Proactivity 168 Creativity 169 Mental agility 13

10 Balanced learning habits and skills 20 Highest11 Self-knowledge 13

Figure 2: Showing score of Self-assessment using 11 Qualities of Effective Manager


As highlighted in figures 3 and 4, my personality type is ENFJ. With high level of energy

and keenness to interact with people, I am a socially active person which is depicted in

MBTI score that inclines towards high degree of extroversion. Most of my decisions are

based on emotions and therefore the result categorizes me as a Feeler. I prefer to have

things organized around me and have more of a judging attitude. My intuitive aspect is

best described by Fornaciari et al. (2012) who points out that individuals in this type look

for various possibilities and rely on their sixth sense to collect information. The overall

personality of ENFJ portrays me as frank and caring person with willingness to take

leadership roles.

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TraitsExtrovert (E) or Introvert (I). ESTJ ISTJ ENTJ INTJ

Sensing (S) or Intuitive (N) ESTP ISTP ENTP INTP

Thinker (T) or Feeler (F) ESFJ ISFJ ENFJ INFJ

Perceiver (P) or Judger (J) ESFP ISFP ENFP INFP

Figure 3: Showing 4 traits & 16 Personalities from Myers Briggs Type indicator (MBTI)

16 Personalities

Figure 4: Showing results of Self-Assessment using MBTI

78%

50%

53%

41%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Extrovert

iNtuitive

Feeling

Judging


MBTI results are consistent with the results of Big five Personality test (Figure 5) which

describes me as an extrovert with high level of conscientiousness. The high level of

conscientiousness is also depicted in my 11 qualities test above where my balanced

learning habits and skills portray my hard working nature.

3. Locus of Control

“A locus of control orientation is a belief about whether the outcomes of our actions are

contingent on what we do or on events outside our personal control” (Zimbardo cited in

Lee, 2013:1047). The concept was first introduced by Julian Rotter in 1954, who

believed individuals could be categorized into those having internal locus of control

(Internals) or external locus of control (Externals). Internals believe that outcomes are

based on their actions and efforts where as Externals believe that what happens to

them is completely at the mercy of outside forces (Rotter cited in Hamwi et al., 2014).

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Traits Description Score

OpennessIs a personality dimension that characterizessomeone who is intellectually curious and tends to seeknew experiences and explore novel ideas.

10

ConscientiousnessIndicates an individual’s degree of organization,persistence, hard work, and motivation in the pursuit of goalaccomplishment.

15

AgreeablenessAssesses one’s interpersonal orientation. Individualshigh on Agreeableness can be characterized as trusting, forgiving,caring, altruistic, and gullible

12

ExtraversionDescribes the extent to which people are assertive,dominant, energetic, active, talkative, and enthusiastic

15

NeuroticismRepresents individual differences in adjustment andemotional stability.

13

Figure 5: The Big Five Personality Dimensions - Zhao & Seibert (2006)

External Locus of Control Internal Locus of Control

0 23

Figure 6: Showing score and scale of Locus of Control Test

2


My total score of 2 represents a high external locus of control. There have been

research that suggest that goals and objectives set by young adults, like me, are

completely influenced by other people (Rotter cited in Kormanik et al., 2009) and that an

individual gets inclined towards the internal locus of control over the life course (Cain

cited in Kormanik et al., 2009). Working at a junior position keeps me under the

influence of my superiors who have a major impact on my actions and decision making

capabilities. The result is also consistent with MBTI’s results which identify me as a

feeler. As a feeler, I value other’s opinion when making decision and therefore have

high external locus of control.

4. Tolerance of Ambiguity

The theory evaluates one’s personality based on how he responds or tackles to

uncertain and ambiguous situations. There are 3 types of ambiguity: novelty, complexity

and insolubility (Budner cited in Tsirikas et al., 2012). Constant technological innovation

and intense competition demands individuals to have quick reflexes to ensure their

organization perform better which makes tolerance to ambiguity a useful skill (Sawyer

cited in Katsaros, 2014).

Katsaros et al. (2012) concluded that scores between 44 and 48 are considered to have

neutral tolerance to ambiguity. Although I have balanced learning habits as per 11

qualities test, lack of trainings and knowledge sharing at work place have been the

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Subscales of Tolerance of Ambiguity ScoreNovelty 14Complexity 21Insolubility 13Total 48

Figure 7: Showing score of Tolerance of Ambiguity Test


reasons for high level of intolerance to complexities. Further, high level of job insecurity

in the banking industry has led to lower job satisfaction. Studies have shown that lower

job satisfaction is associated with intolerance to ambiguity (Wanberg and Banas cited in

Katsaros et al., 2012).

5. Values

Values play an important role in explaining individual’s attitude and behavior. Research

has proved that organization’s goals, management style, decision making behavior and

structure are dependent on manager’s values (Olson and Currie cited in Murugesan,

2010). Rokeach Value Survey (RVS) has been used as a value-measurement

instrument to assess my priorities that affect my actions. The framework consists of 18

terminal values, the objectives a person aims to achieve, and 18 instrumental value,

means of achieving the terminal values.

Figure 8 illustrates my results for RVS. Family, sense of accomplishment and social

recognition are among the top of my terminal values where as my beliefs put honesty,

obedience and ambition as my top instrumental values. Yet again, MBTI’s feeler

element is very evident as I value family and honesty as top values.

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6. Cognitive Style

Cognitive style of a person is the way in which he perceives, retains information,

evaluates, solves problems and make decisions (Messick and Tennant cited in

Grofčíková et al., 2013). This theory relates to individual’s thinking and assessment

process to respond or reach a conclusion. Three-Dimensional Cognitive Style model

has been used to analyze my cognitive style (illustrated in figure 9).

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Style Characteristics Score

KnowingFacts, details, Logical, reflective, Objective, impersonal, rational, Precision, methodical

4.25

PlanningSequential, structured, Conventional, conformity, Planned, organized, systematic, Routine.

5.00

CreatingPossibilities, meanings, ideas, Impulsive, flexible, open-ended, Novelty, Subjective, Inventive, creative.

3.14

Figure 9: Description of the Three-Dimensional Cognitive Style Model (Cools & Broeck, 2007)


The cognitive style test categorizes me as a planner with a score of 5. Working in the

banking industry, I have been assigned various tasks that involve me to organize

documents and follow systematic procedures. At both my previous jobs, I was

responsible for maintaining audit trail for all the activities as my managers believed I am

a well organized and reliable person. This style has also been evident in my “balanced

learning habits and skills “result in 11 qualities of a manager assessment

7. Learning Style

Learning styles play an important role in individual’s performance, flexibility and decision

making process. Kolb’s “Experiential Learning Theory” (ELT) and “Learning Style

Inventory” (LTI) have been used to identify my learning style and how it affects my

behavior. ELT concludes that learning consists of four elements and LTI further

elaborates that each individual will have a preference which is the combination of two of

the elements of ELT (Kayes, 2005) (illustrated in Figure 10 and 11).

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Description Word Concrete Experience (CE) FeelingReflective Observation� (FE) WatchingAbstract Conceptualization (AC) ThinkingActive Experimentation (AE) Doing

Learning Styles

Figure 10: Showing learning styles from ELT (Heffl er, 2001)


The test identifies my as an Accommodator who is comfortable with people and prefers

to learn by experience and application. Wyrick (2003) concluded that individuals within

this category are usually goal oriented and risk takers that adapt well to immediate

situations. As highlighted in Big Five personality dimension assessment, high level

conscientiousness is evident in my learning style.

8. Communication Pattern & Communication Skill

Communication is defined as a process of transferring of information or reaching others

by transmitting feelings, opinions and values (Newsstrom & Davis cited in Pattnaik &

Mishra, 2014). Organizations consider communication to be an important characteristic

when recruiting candidates as it sets the tone on how organization will work together

and synchronize to achieve its goals. Therefore it is important to understand one’s

communication pattern and skill. The four types of communication framework are used

to assess my communication style and communication awareness inventory is used to

assess my skills.

Type Passive Passive Aggressive Aggressive AssertiveScore 1 1 2 9

Max Score 10 10 10 10

Communication Patterns

Figure 12: Showing results for Communication Patterns

The result (figure 12) suggests that I am an assertive communicator which is a positive

factor. Assertive individuals can bring in a balance between the team, the members of

the team and the needs of the individual himself (McIlduff & Coghlan, 2000). This can

be explained by the fact that I express myself freely and have great respect for others.

My high degree of extroversion, as highlighted by MBTI, allows me to stay connected to

people. The results are consistent with communication skill test in which I scored 12

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suggesting that I have decent communication skill however there is room for

improvement.

9. Listening Skills

To make effective decisions, managers are required to be good listeners. The listening

skill of managers enhances the capacity of the organization by improving work

relationships, increasing efficiency, fewer mistakes and increased motivation. Scalman

(2011) concluded that consideration of subordinates’ views and acknowledgement of

their values and experience helps in improving decision making of the organization.

I scored 34 in learning skills assessment which suggests that I am a good listener.

Having an element of feeler as per MBTI results, I have the tendency to listen to what

others have to say. Further in my profession there is no room for errors and therefore

you have to be a good listener.

10.Emotional Intelligence

Emotional Intelligence (EI) has become very popular in today’s organizations. It has

been defined as the ability to perceive emotion, access and generate emotions and

regulate it with intellectual growth (Salovey et al., cited in McCleskey, 2014). Emotional

Intelligence assessment has been conducted to identify my scores in four dimensions of

EI (Figure 13).

Dimensions ScoreEmotional Awareness 20Emotional Control 20Emotional Diagnosis 25Emotional Response 30

Figure 13: Showing Emotional Intelligence Scores

The score suggests that I have high emotional response which truly matches my

extrovert and caring personality, as depicted in MBTI results. I am often considered a

person who resolves conflict and maintains good relationships. The internet search

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giant, Google, has suggested that mangers with high EI are able manage and predict

emotions are able to work with and motivate team members (Sadri, 2012).

11.Transactional Analysis (TA)

The TA framework, developed by Eric Berne, is a method to evaluate interactions

between individuals through ego states. An ego state is a constant pattern of feelings

and experience which relates to the behavior of an individual (Berne cited in Crichton,

2007). The theory describes three ego states, “Child”, “Adult” and “Parent” which is

further divided into 6 different styles mentioned below.

Ego state & transaction style ScoreCritical Parent 17Nurturing Parent 27Adult 27Adopted Child 23Natural Child 26Rebilious Child 9

Figure 14: Showing Transactional Analysis Scores

The scores above (Figure 14) suggest that I have a nurturing parent and adult

transactional style. MBTI’s feeler element puts me in nurturing parent category. As an

organized and thoughtful person, I am also identified as an adult. The results are

consistent with my communication assessment which identifies me as an assertive

communicator. Further the assessment has also been validated as Nazir et al. (2013)

concludes that nurturing parents are protective and kind where as adult ego state is

adaptive and organized.

12.Conflict Handling Style

High level of interdependence among the members in an organization can cause

various conflicts which could lead to severe consequences (Giacomantonio et al.,

2011). Therefore it is very important to assess employees’ conflict handling style as

conflict resolution in essential to ensure stability and prosperity in an organization.

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Conflict handling style assessment has been used to assess my conflict management

type (shown in figure 15).

Conflict Handling Styles ScoresCompeting 8Accomadating 15Compromising 18Avoiding 8Collaborating 19

Figure 15: Showing Conflict Handling Style Scores

The scores identify my style as collaborating. This style promotes information sharing,

alternative seeking and cooperation to satisfy both parties (Rahim cited in Daly et al.,

2010). My willingness to listen to others has allowed me to go for best solution to an

issue even if it comes from others. Therefore my collaboration best explains my conflict

handling style. This assessment is also consistent with the high level of emotional

responsiveness result given in EI test and high external locus of control in the locus of

control test.

13.Meredith Belbin Team Role

In a team every member plays his own part, assigned to him by the one in power.

Bebin’s Team Role framework has been used to identify my team role and the scores

are summarized below (Figure 16). It is a useful assessment method to identify the

behaviour of the individual in a team in order to maximize the strengths of the team and

mitigate the weaknesses (Bell, 2013).

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Team Role ScoreCompany worker 11Chair 6.5Shaper 9.5Plant 4.5Resource Investigator 8.5Monitor Evaluator 10Teamworker 7Completer Finisher 13

Figure 16: Showing scores of Meredith Belbin Team Roles

The scores above identify my team role as “Completer Finisher” who is concerned to

focus on details and meet given deadlines. As a highly conscientious person, as per Big

Five’s results, I have the tendency to be very organized and efficient which is also

depicted in my balanced learning habits and skills in 11 qualities of an effective

manager test. Aritzeta et al. (2007) concluded that completer-finisher tries to avoid

conflicts, has low Machiavellianism and has high moral values which are consistent with

test results produced by conflict handling style test and value assessment. However, the

drawback is that I am reluctant to delegate and unduly worry about the task.

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SWOT Analysis

Strengths Weaknesses

S WOpportunities Threats

O TFigure 17: Showing Personal SWOT Analysis

- Organized and planned approach to work- Extroversion allows me to be expressive, active and initiative- Comfortable with people allows better interaction- Assertive Communicator- High emotional Intelligence- Honest and Loyal

- Low Sensitivity to events- High External Locus of Control- Lack of experience- Having too much soft corner makes decision making difficult- Intuitive decision making means I may not make full use of available information - Lack of creativity

- Potential to growth in my area of expertise is high- Better self-knowledge could increase opportunities in my field- Career advancement can provide wider scope to learn and improve skills- New technology can be very helpful to improve work processes

- High level of competition in the industry- High external locus of control means I can be easily manipulated by external forces- Higher level of job secuirty means that managers are reluctant to transfer skills

Analysis Section

1. Context No. 1

Few months after joining Faysal Bank Limited, I was asked by my manager to go

through all the current processes involved in creating a Central Bank Report. This

included data collection from other various business and support functions and

analyzing of the data to produce results required for the Central Bank Report. As I went

through the processes, my manager asked me to improve the processes in such a way

that delivery time of the report reduces. This shows that manager considered me to be a

reliable person to complete the task therefore he acted as a shaper and defined my role

as completer-finisher which is consistent with the Meredith Belbin Team Role test.

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I started off with structuring the processes and making a flow chart of how the data

requirements are received and used. This confirms my cognitive style of a planner as I

structure my work and use a systematic approach. I took this flow chart to the manager

to confirm that I am using an appropriate approach and direction towards achieving

required results. The manager was pleased to see my approach and appreciated my

assertive communication style which has been assessed in communication pattern

framework. The manager further advised me to go and meet the functional managers

who provide the data, as he believed taking their input would provide better insight. High

level of extroversion, as depicted in my MBTI and Big Five results, allowed me to not

only meet these functional managers but make a good relationship with them. I was

able to convince these managers that if they provide the data meeting our requirements,

their workload would be reduced.

The functional managers were more than pleased with the initiative but wanted me to

design the template of the data requirement. I complied with their requirements although

it wasn’t part of my task to avoid any quarrel as it would be beneficial for the both

parties. This is consistent with my conflict handling style of collaboration as I want to

create a win-win situation. As data providers and my team were on the same page, the

process time was actually reduced from a week to three days. Therefore, I was able to

justify my team role of completer-finisher and was able to prove myself as a competent

employee. Sense of accomplishment is one my most important terminal value as per

the Rokeach Value Survey (RVS).

2. Context No. 2

After spending almost 3 years at Faysal Bank Limited, I had made my intentions clear of

working in the Middle Eastern region to my manager. Therefore, he hired two new

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employees to create my backup. As I got a job offer from UAE’s local bank, I decided to

resign from the position in Faysal Bank. My manager asked me to delay my departure

for at least a month to ensure that handing over of responsibilities is smoother. With

high external locus of control, I had to agree to his desires as he had great influence

over my decisions. This is consistent with the locus of control test which identifies me as

an external.

Further, having worked for almost three years, I had developed emotional attachment to

the place and the people working at Faysal Bank. I wanted to ensure I don’t ruin any

relationships by not completing assigned tasks or having differences with anyone. This

personality trait is very evident in MBTI’s Feeler element and high emotional

responsiveness as per the emotional intelligence assessment.

To start off, I sat down with the two new employees who were fresh graduates and

talked about their lives and experiences. Through this approach I was able to break the

ice and make the employees feel comfortable. I was acting like a nurturing parent while

interacting with them as depicted in transactional analysis test.

My high level of extroversion and good communication skills helped me in this

procedure. From their shared experiences, I tried to analyze what are the strengths of

the two employees to allow me to divide the tasks accordingly. Then I trained them

accordingly to ensure that all areas are covered and gave them weekly tasks to assess

their progress. While doing so, I continued to work for the task assigned to my job as I

felt that directly giving the new employees the work would lead to errors. This reluctance

to delegate and worrying unduly can be attributed to the completer-finisher team role as

per the Meredith Belbin Team Role test.

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By the time I had completed my notice period, the two employees had conducted

several trial runs to produce the quality of work that I had produced. As per the results

of MBTI, my personality result is ENFJ which is often associated with career path of a

teacher or coach. This has been quite evident in the way I took up the handing over

procedure. Furthermore, my willingness to lead and self-serving attitude in this incident

justifies the result of MBTI.

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Personal Development Plan

Increase Internal Locus of Control

Improve Sensitivity to events Enhance Personal Creativity

Focus on

- Setting personal goals to achieve

- Increasing self-knowledge

- Improving decision making ability

- Learning from past experience and other people's actions

- Increasing the use of concrete facts and figures to assess the situation

- Improving the ability to predict events

- Trying to create new ways of doing the existing tasks

- Not being afraid of failures as mistakes wil happen

- Increasing openness to new experiences

Strategy

Make short term achievable yet challenging goals and evaluate myself on yearly basis to see progress

Use self-assessment tools and get feedback from people around to develop better understand my personality

Learn to say "No" and be straightforward

Make note of my mistakes and try not to repeat them. Further, observe how others overcome their shortcomings.

Make a habit to consider all available information while making a decision to get hold of the situation.

Think ahead of time by considering effects and consequences of certain actions and decisions.

At workplace, try doing my work with a different approach. This may include new procedures and new techniques which haven't been tried uptil now.

Understand that mistakes will happen and increase learning. I shouldn't limit myself due to fear of failure.

Explore the world, meet new people and do something different whenever possible

How things

will change

As I give myself importance using above strategies, I will have better control of myself. Although I may slightly lose out on the caring nature of mine, I will benefit from it the most as it would improve my confidence and focus in life.

Above strategies will aid in improving my situational awareness to make my reactions more dynamic and allow me to tune into what is happening around me.

Creativity will help not only in learning but also in career growth as organizations seek creative thinkers as it is directly related to effeciency and productivity.

Development Objectives

Figure 18: My Personal Development Plan

Word Count = 3,009 words (Excluding Table of Contents, CV and References)

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Reference List

Aritzeta, A., Swailes, S. & Senior, B. 2007, Belbin’s Team Role Model: Development,

Validity and Applications for Team Building, Journal of Management Studies, Vol. 44

(1), Page 22-238, Blackwell Publishing.

Bell, G. 2013, Teamwork makes the team work, Human Resource Management

International Digest, Vol. 21 (2), Page: 45-47, Emerald Insight.

Buckley, F., Monks, K. & McKevitt, C. 2002, Identifying Management Needs in a Time of

Flux: A New Model for Human Resource Manager Education, Center for Management

Learning and Development, Dublin City University Business School, Ireland.

Cools, E. & Broeck, H. 2007, Development and Validation of the Cognitive Style

Indicator, The Journal of Psychology, Vol 141(4), Page 359-287, Heldref Publications.

Crichton, E. 2007, Transactional Analysis: Ego States - What They Are and How to

Diagnose Them, Australian Journal of Clinical Hypnotherapy and Hypnosis, Vol. 28 (1),

Page 28, ProQuest Central.

Fornaciari, C. & Dean, K. 2012, I, S, T, and J Grading Techniques for Es, Ns, Fs, and

Ps: Insights From the MBTI on Managing the Grading Process, Journal of Management

Education, Vol. 36(6), Page 828-853, Sage.

Fretwell, C., Lewis, C. & Hannay, M. 2013, Myers-Briggs Type Indicator, A/B

Personality Types, and Locus of Control: Where Do They Intersect, American Journal of

Management, Vol. 13(3)

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