EXECUTIVE BACHELORS IN MANAGEMENT MODULE PEOPLE MANAGEMENTTRAINER : MR. PRAKASH

ASSIGNMENT PEOPLE MANAGEMENT

PREPARED BY:

QUESTION 1Personality traits are what being displayed largely in an individuals behavior on most situations. Swiss psychiatarist Carl G. Jung in 1921 published Psychological Types, introducing the idea that each person has psychological types. The Myers Brigss Indicator (MBTI) is based on Jungs Theory. There are 16 types that can be expressed a a code with four letter MBTI . Explain in details all 16 types.

Introduction Developed by Katharine Cook Briggs and Isabel Briggs Myers in the 1960s, the Myers-Briggs Type Indicator (MBTI) sorts personalities into four different pairs or psychological types. Measured on a scale, these pairs include extraversion and intraversion, sensing and intuition, thinking and feeling, and judging and perceiving. Organizations and employers can administer the MBTI and similar personality tests, such as The Birkman Method, to both potential job candidates and current employees. The results can be used in a variety of ways to influence certain aspects of the workplace and, ultimately, the success of an organization.

Work EnvironmentEmployers use the results of personality tests to improve the work environment. For example, personality tests can measure communication styles. Learning the differences among these styles helps organizations develop programs and workplace rules that minimize conflict and improve communication among co-workers themselves and between workers and management. For example, the Myers-Briggs "thinking" and "feeling" scale measures how individuals evaluate information and make decisions. While a "thinking" individual prefers fairness, objectivity and truth, a "feeling" individual may value compassion and harmony in work relationships. These two styles may clash, for example, when a "thinking" supervisor delivers a seemingly objective performance review to a "feeling" employee that perceives the review as caustic or severely critical.Team DevelopmentPersonality types explain the dominant function or preference of an individual and tell employers and project managers how individuals structure thoughts, attitudes, reach conclusions and interact. These personality types are often described in terms of team roles in the workplace, such as the "Actor," "Executive," "Coach," "Persuader" or "Analyst," each with a different strength and weakness. Each personality type also has an interaction style, such as a "Leader" or "Motivator." Employers and supervisors that understand these styles and team roles can leverage the strength of one employee to fill the weakness of another, developing teams that can interact effectively with one another, work to deadlines and complete tasks.Jung's Theory of Psychological Types and the MBTIInstrumentThis excerpt is taken from Chapter 1 of the 1985MBTIManual: A Guide to the Development and Use of the Myers-Briggs Type Indicator. It was based on the first version of the Manual by Isabel Myers and written by Mary H. McCaulley, Ph.D. and founding President of CAPT. The Manual was published by CPP, Inc. The 3rd Edition of the Manual was published by CPP, Inc. in 1998."The purpose of the Myers-Briggs Type Indicatoris to make the theory of psychological types described by C. G. Jung (1921/1971) understandable and useful in people's lives. The essence of the theory is that much seemingly random variation in behavior is actually quite orderly and consistent, being due to basic differences in the way individuals prefer to use their perception and judgment."Perception involves all the ways of becoming aware of things, people, happenings, or ideas. Judgment involves all the ways of coming to conclusions about what has been perceived. If people differ systematically in what they perceive and in how they reach conclusions, then it is only reasonable for them to differ correspondingly in their interests, reactions, values, motivations, and skills.The MBTI instrument is based on Jung's ideas about perception and judgment, and the attitudes in which these are used in different types of people. The aim of the MBTI instrument is to identify, from self-report of easily recognized reactions, the basic preferences of people in regard to perception and judgment, so that the effects of each preference, singly and in combination, can be established by research and put into practical use.The MBTI instrument differs from many other personality instruments in these ways: It is designed to implement a theory; therefore the theory must be understood to understand the MBTI instrument. The theory postulates dichotomies; therefore some of the psychometric properties are unusual. Based on the theory, there are specific dynamic relationships between the scales, which lead to the descriptions and characteristics of sixteen "types."The MBTI instrument contains four separate indices. Each index reflects one of four basic preferences which, under Jung's theory, direct the use of perception and judgment. The preferences affect not only what people attend to in any given situation, but also how they draw conclusions about what they perceive.ExtraversionIntroversion (EI)The EI index is designed to reflect whether a person is an extravert or an introvert in the sense intended by Jung. Jung regarded extraversion and introversion as "mutually complementary" attitudes whose differences "generate the tension that both the individual and society need for the maintenance of life." Extraverts are oriented primarily toward the outer world; thus they tend to focus their perception and judgment on people and objects. Introverts are oriented primarily toward the inner world; thus they tend to focus their perception and judgment upon concepts and ideas.SensingIntuition (SN)The SN index is designed to reflect a person's preference between two opposite ways of perceiving; one may rely primarily upon the process of sensing (S), which reports observable facts or happenings through one or more of the five senses; or one may rely upon the less obvious process of intuition (N), which reports meanings, relationships and/or possibilities that have been worked out beyond the reach of the conscious mind.ThinkingFeeling (TF)The TF index is designed to reflect a person's preference between two contrasting ways of judgment. A person may rely primarily through thinking (T) to decide impersonally on the basis of logical consequences, or a person may rely primarily on feelings (F) to decide primarily on the basis of personal or social values.JudgmentPerception (JP)The JP index is designed to describe the process a person uses primarily in dealing with the outer world, that is, with the extraverted part of life. A person who prefers judgment (J) has reported a preference for using a judgment process (either thinking or feeling) for dealing with the outer world. A person who prefers perception (P) has reported a preference for using a perceptive process (either S or N) for dealing with the outer world.The Four Preferences of the MBTI instrumentIndex PreferencesBetween EIEExtraversion orIIntroversion

Affects Choices as toWhether to direct perception judgment mainly on the outer world (E) or mainly on the inner world of ideas.Between SNSSensing perception orNIntuitive perception

Affects Choices as toWhich kind of perception is preferred when one needs or wishes to perceiveBetween TFTThinking judgment orFFeeling judgment

Affects Choices as toWhich kind of judgment to trust when one needs or wishes to make a decisionBetween JPJJudgment orPPerception

Affects Choices as toWhether to deal with the outer world in judging (J) attitude (using T or F) or in the perceptive (P) attitude (using S or N)The Sixteen TypesAccording to theory, by definition, one pole of each of the four preferences is preferred over the other pole for each of the sixteen MBTI types. The preferences on each index are independent of preferences for the other three indices, so that the four indices yield sixteen possible combinations called "types," denoted by the four letters of the preferences (e.g., ESTJ, INFP). The theory postulates specific dynamic relationships between the preferences. For each type, one process is the leading ordominantprocess and a second process serves as anauxiliary. Each type has its own pattern of dominant and auxiliary processes and the attitudes (E or I) in which these are habitually used. The characteristics of each type follow from the dynamic interplay of these processes and attitudes.Processes and attitudesAttitudes refer to extraversion (E) or introversion (I).Processes of perception are sensing (S) and intuition (N).Processes of judgment are thinking (T) and feeling (F).The style of dealing with the outside world is shown by judgment (J) or perception (P).In terms of the theory, people may reasonably be expected to develop greater skill with the processes they prefer to use and with the attitudes in which they prefer to use these processes. For example, if they prefer the extraverted attitude (E), they are likely to be more mature and effective in dealing with the world around them than with the inner world of concepts and ideas. If they prefer the perceptive process of sensing (S), they are likely to be more effective in perceiving facts and realities than theories and possibilities, which are in the sphere of intuition. If they prefer the judgment process of thinking (T), they are likely to have better developed thinking judgments than feeling judgments. And if they prefer to use judgment (J) rather than perception (P) in their attitude to the world around them, they are likely to be better organizing the events of their lives than they are to experiencing and adapting to them. On the other hand, if a person prefers introversion, intuition, feeling, and the perceptive attitude (INFP), then the converse of the description above is likely to be true.Identifying the MBTI PreferencesThe main objective of the MBTI instrument is to identify four basic preferences. The indices EI, SN, TF, and JP are designed to point in one direction or the other. They are not designed as scales for measurement of traits or behaviors. The intent is to reflect a habitual choice between rival alternatives, analogous to right handedness or left-handedness. One expects to use both the right and left hands, even though one reaches first with the hand one prefers. Similarly, every person is assumed to use both poles of each of the four preferences, but to respond first or most often with the preferred functions or attitudes.

The 16 TypesAs located on the Type TableISTJISFJINFJINTJ

ISTPISFPINFPINTP

ESTPESFPENFPENTP

ESTJESFJENFJENTJ

The 16 types of personalitiesISTJFor ISTJs the dominant quality in their lives is an abiding sense of responsibility for doing what needs to be done in the here-and-now. Their realism, organizing abilities, and command of the facts lead to their completing tasks thoroughly and with great attention to detail. Logical pragmatists at heart, ISTJs make decisions based on their experience and with an eye to efficiency in all things. ISTJs are intensely committed to people and to the organizations of which they are a part; they take their work seriously and believe others should do so as well.ISFJFor ISFJs the dominant quality in their lives is an abiding respect and sense of personal responsibility for doing what needs to be done in the here-and-now. Actions that are of practical help to others are of particular importance to ISFJs. Their realism, organizing abilities, and command of the facts lead to their thorough attention in completing tasks. ISFJs bring an aura of quiet warmth, caring, and dependability to all that they do; they take their work seriously and believe others should do so as well.INFJFor INFJs the dominant quality in their lives is their attention to the inner world of possibilities, ideas, and symbols. Knowing by way of insight is paramount for INFJs, and they often manifest a deep concern for people and relationships as well. INFJs often have deep interests in creative expression as well as issues of spirituality and human development. While the energy and attention of INFJs are naturally drawn to the inner world of ideas and insights, what people often first encounter with INFJs is their drive for closure and for the application of their ideas to people's concerns.

INTJFor INTJs the dominant force in their lives is their attention to the inner world of possibilities, symbols, abstractions, images, and thoughts. Insight in conjunction with logical analysis is the essence of their approach to the world; they think systemically. Ideas are the substance of life for INTJs and they have a driving need to understand, to know, and to demonstrate competence in their areas of interest. INTJs inherently trust their insights, and with their task-orientation will work intensely to make their visions into realities.ISTPFor ISTPs the driving force in their lives is to understand how things and phenomena in the real world work so they can make the best and most effective use of them. ISTPs are logical and realistic people, and they are natural troubleshooters. When not actively solving a problem, ISTPs are quiet and analytical observers of their environment, and they naturally look for the underlying sense to any facts they have gathered. ISTPs do often pursue variety and even excitement in their hands-on experiences. Although they do have a spontaneous, even playful side, what people often first encounter with them is their detached pragmatism.ISFPFor ISFPs the dominant quality in their lives is a deep-felt caring for living things, combined with a quietly playful and sometimes adventurous approach to life and all its experiences. ISFPs typically show their caring in very practical ways, since they often prefer action to words. Their warmth and concern are generally not expressed openly, and what people often first encounter with ISFPs is their quiet adaptability, realism, and "free spirit" spontaneity.INFPFor INFPs the dominant quality in their lives is a deep-felt caring and idealism about people. They experience this intense caring most often in their relationships with others, but they may also experience it around ideas, projects, or any involvement they see as important. INFPs are often skilled communicators, and they are naturally drawn to ideas that embody a concern for human potential. INFPs live in the inner world of values and ideals, but what people often first encounter with the INFP in the outer world is their adaptability and concern for possibilities.INTPFor INTPs the driving force in their lives is to understand whatever phenomenon is the focus of their attention. They want to make sense of the world -- as a concept -- and they often enjoy opportunities to be creative. INTPs are logical, analytical, and detached in their approach to the world; they naturally question and critique ideas and events as they strive for understanding. INTPs usually have little need to control the outer world, or to bring order to it, and they often appear very flexible and adaptable in their lifestyle.ESTPFor ESTPs the dominant quality in their lives is their enthusiastic attention to the outer world of hands-on and real-life experiences. ESTPs are excited by continuous involvement in new activities and in the pursuit of new challenges. ESTPs tend to be logical and analytical in their approach to life, and they have an acute sense of how objects, events, and people in the world work. ESTPs are typically energetic and adaptable realists, who prefer to experience and accept life rather than to judge or organize it.ESFPFor ESFPs the dominant quality in their lives is their enthusiastic attention to the outer world of hands-on and real-life experiences. ESFPs are excited by continuous involvement in new activities and new relationships. ESFPs also have a deep concern for people, and they show their caring in warm and pragmatic gestures of helping. ESFPs are typically energetic and adaptable realists, who prefer to experience and accept life rather than to judge or organize it.ENFPFor ENFPs the dominant quality in their lives is their attention to the outer world of possibilities; they are excited by continuous involvement in anything new, whether it be new ideas, new people, or new activities. Though ENFPs thrive on what is possible and what is new, they also experience a deep concern for people as well. Thus, they are especially interested in possibilities for people. ENFPs are typically energetic, enthusiastic people who lead spontaneous and adaptable lives.ENTPFor ENTPs the driving quality in their lives is their attention to the outer world of possibilities; they are excited by continuous involvement in anything new, whether it be new ideas, new people, or new activities. They look for patterns and meaning in the world, and they often have a deep need to analyze, to understand, and to know the nature of things. ENTPs are typically energetic, enthusiastic people who lead spontaneous and adaptable lives.

ESTJFor ESTJs the driving force in their lives is their need to analyze and bring into logical order the outer world of events, people, and things. ESTJs like to organize anything that comes into their domain, and they will work energetically to complete tasks so they can quickly move from one to the next. Sensing orients their thinking to current facts and realities, and thus gives their thinking a pragmatic quality. ESTJs take their responsibilities seriously and believe others should do so as well.ESFJFor ESFJs the dominant quality in their lives is an active and intense caring about people and a strong desire to bring harmony into their relationships. ESFJs bring an aura of warmth to all that they do, and they naturally move into action to help others, to organize the world around them, and to get things done. Sensing orients their feeling to current facts and realities, and thus gives their feeling a hands-on pragmatic quality. ESFJs take their work seriously and believe others should as well.ENFJFor ENFJs the dominant quality in their lives is an active and intense caring about people and a strong desire to bring harmony into their relationships. ENFJs are openly expressive and empathic people who bring an aura of warmth to all that they do. Intuition orients their feeling to the new and to the possible, thus ENFJs often enjoy working to manifest a humanitarian vision, or helping others develop their potential. ENFJs naturally and conscientiously move into action to care for others, to organize the world around them, and to get things done.ENTJFor ENTJs the driving force in their lives is their need to analyze and bring into logical order the outer world of events, people, and things. ENTJs are natural leaders who build conceptual models that serve as plans for strategic action. Intuition orients their thinking to the future, and gives their thinking an abstract quality. ENTJs will actively pursue and direct others in the pursuit of goals they have set, and they prefer a world that is structured and organized.

QUESTION 2There are significant differences between a manager and a leader. Before a manager can become a effective team leader, he/she has to undergo some significant personal changes. What are some changes required? Discuss.

Change is a processChange occurs as a process, not as an event. Organizational change does not happen instantaneously because there was an announcement, a kick-off meeting or even a go-live date. Individuals do not change simply because they received an email or attended a training program. When we experience change, we move from what we had known and done, through a period of transition to arrive at a desired new way of behaving and doing our job.Although it is the last of the seven principles of change management presented, treating change as a process is a central component of successful change and successful change management. By breaking change down into distinct phases, you can better customize and tailor your approach to ensure individuals successfully adopt the change to how they work.Understanding change as a processIt is easy to see changes in nature occurring as a process. Whether it is a caterpillar turning into a butterfly, or winter shifting into spring, we can easily appreciate the process of change. But when we begin changing our organization with projects and initiatives, we often forget the fact that change does not happen instantaneously.The easiest, most basic approach to understanding change as a process is to break change down into distinct, understandable elements. The three states of change provide a powerful framework: the Current State, the Transition State and the Future State.

The Current State- The Current State is how things are done today. It is the collection of processes, behaviors, tools, technologies, organizational structures and job roles that constitute how work is done. The Current State defines who we are. It may not be working great, but it is familiar and comfortable because we know what to expect. The Current State is where we have been successful and where we know how we will be measured and evaluated.Above all else, the Current State is known. The Transition State- The Transition State is messy and disorganized. It is unpredictable and constantly in flux. The Transition State is often emotionally charged - with emotions ranging from despair to anxiety to anger to fear to relief. During the Transition State, productivity predictably declines. The Transition State requires us to accept new perspectives and learn new ways of behaving, while still keeping up our day-to-day efforts. The Transition State is challenging. The Future State- The Future State is where we are trying to get to. It is often not fully defined, and can actually shift while we are trudging through the Transition State. The Future State is supposed to be better than the Current State in terms of performance. The Future State can often be worrisome. The Future State may not match our personal and professional goals, and there is a chance that we may not be successful in the Future State. Above all else, the Future State is unknown.The three states of change provide a way to articulate how change actually occurs. Whether the change is an Enterprise Resource Planning application, a new performance review process, a new piece of machinery on the production line, an optimized and managed set of business processes or a new reporting structure - there is always a Current State (how things are done today), a Future State (how things will be done) and a Transition State (how we will move from point A to point B).Think about a project you are working on or a project that is impacting you. Using the following table, try to define each of the three states of change and come up with three adjectives that describe that state.To take the understanding of change as a process one step further, think about who in the organization spends their time focused on the Current State, the Transition State and the Future State. The table below looks at three audiences and how they view the states of change.CurrentStateTransitionStateFutureState

Executives andsenior leadersWhat I need to changeand why I am trying to implement the changeA necessary evil to get me where I want to beThe goal that I havedecided to move myorganization toward

Project teamsWhat I'm starting withand must improveThe focus of my dailywork and what I'mcharged with solvingWhere we ultimately wantto end up

Front line employees, managers, supervisorsThe day-to-day work thatI do to deliver value tothe organizationA disorganized inconvenienceto me doing my jobAn unknown that may ormay not be good for me

Executives and senior leaders live in the Future State. That is what they are responsible for and compensated for - deciding how the organization should function in 6 months, 1 year, 3 years, etc. Project teams live in the Transition State. They investigate alternatives, decide on a path and develop a solution to change the organization. Employees, managers and supervisors live in the Current State. They cannot simply stop their work to implement a change. They are responsible for keeping the organization functioning while a change is being implemented.The disconnect here can have significant ramifications when it comes to communicating about change. Senior leaders tend to focus on and speak about vision, almost detrimentally in some instances. Project teams tend to focus their communications on the details of their solution and the milestones and timeframes when change will happen. Employees want to know why what they are doing now (the Current State) needs to be changed in the first place. Change management practitioners play a key role in bridging the gap between the three states of change.Managing change as a processOnce you have started thinking about change not as a singular event but as a process, the question remains: how do you manage the process of change? Managing change as a process takes place on two levels: Individual level Organizational levelIndividual levelEach individual employee or manager who is impacted by a change must go through their own, personal process of change. If the change impacts five people, then each of those five must move from their Current State through their Transition State to their own Future State. If the project impacts 500 people then there are 500 Current-Transition-Future processes that must occur. If the initiative impacts 5,000 people, then there are 5,000 individuals moving from a Current State to a Future State. This is the essence of change management, supporting individuals through the required personal transitions necessary in order for a project or initiative to improve the performance of the organization. Awarenessof the need for change Desireto participate and support the change Knowledgeon how to change Abilityto implement the required skills and behaviors Reinforcementto sustain the changeWhether it is a change at home, in the community or at work - individuals are successful at change when they have Awareness, Desire, Knowledge, Ability and Reinforcement. This results-oriented description of the individual change process gives change management practitioners a new focus. For example, instead of seeing their job as "creating a communications plan," an effective practitioner with a focus on the individual change process sees his or her job as "creating Awareness" and so forth.Two final observations about change as a process at the individual level. First, people will start the change process at different points in time. A team that is part of a pilot program may learn about a change and start the change process months before other larger groups of employees. Second, individuals take different amounts of time to move through the process themselves. For one, Awareness of the need for change may only take a few hours where for another it may take days or weeks to arrive at the point of saying "I understand why the change is needed".Once we begin viewing and managing the individual change processes associated with a project or initiative, we will be more successful at enabling those individual transitions that together will result in successful organizational change.Organizational levelWhen it comes to managing change at the organizational level, viewing change as a process helps determine the sequencing and content of the change management effort.First, organizational change management itself should follow a process that parallels the process of change associated with a project or initiative. Prosci's 3-Phase Process for organizational change management lays out specific activities for Phase 1 - Preparing for change (occurring during the Current State), Phase 2 - Managing change (occurring during the Transition State) and Phase 3 - Reinforcing change (occurring during the Future State).Second, research shows that change management practitioners have five tools or levers they can use to help move individuals forward through the change process - communications plan, sponsor roadmap, coaching plan, training plan and resistance management plan. Depending on if we are in the Current State, the Transition State or the Future State, different tools will be more effective and the content will change. Two examples: The training plan - a training plan is a key component of a change management effort. Employees typically need new skills and competencies when adopting a change to their day-to-day work. But the training plan must be effectively sequenced based on where employees are in the change process. A training program that occurs right when employees learn about a change - when they are standing firmly in the Current State - will not be effective (this is an unfortunate reality in many cases, however, where the first response to a change is "send them to training"). Training should be delivered after employees have already started to move out of the Current State and into the Transition State. The communications plan - the content of an effective communications plan parallels or matches where employees are in the process of change. Early communication efforts should focus on explaining why the Current State is not working and must be changed. Communications later on in the change process can begin to focus on details and the eventual results the project or initiative is aiming to deliver. If the first communications to employees focus on the details, milestones and vision of the change, employees are left with unanswered questions that cloud their ability to process the details - namely "why?".Managing change as a process from an organizational viewpoint helps to ensure that the right activities are occurring at the right time, and that employees are receiving the right information they need to move through their own personal process of change.Key lessons for change managers:1. Treat the changes you manage as a process, and not as a single event or series of events.2. Individuals experience change as a process. Evaluate and focus your change management activities based on where individuals are in the change process.3. No one experiences the process the same.4. Your organizational change management efforts need to be tied to where you are in the change process.

Basic thought of personal changeWe all have things in our life that we want to change our eating habits, our hair color, ourproductivity, etc. But change is hard! Thats because these things you want to change serve an important purpose consciously, you may despise the behavior, but on a deeper level the behavior you want to change is a protection or a pattern that helped or helps you meet your needs. If we were robots, change would be easy (and Id be out of business). But, because we are logical and emotional creatures, change is complicated: no matter how badly we logically want it, we have to find the emotional balance in order to get it.Whatever it is in your life that you want to modify whether you know it or not is part of a larger self-organized system that keeps your life going for you. For better or for worse, its a system or pattern you know and trust. Somehow, this behavior has helped you. Now it hurts. And youre stuck.Until you identify and understand the purpose of this behavior, change will be extremely difficult. Here are strategies that can help you change:1. Change Only one Thing at a TimeIf youre looking to change one area in your life, keep it to one area especially if what youre looking to rework is a major part of your current life. Trying to change many things all at once can be a set-up for exhaustion and defeat.2. IdentifyWhyyou Want to ChangeEveryone always wants to brush over this step with a glib answer. I suggest you think it through a bit more. I often ask folks to pretend a magic genie is offering to grant the change they seek. Only, first they have to explain why they deserve and need this change. This provides the opportunity to articulate to themselves some in-depth reasons why they are making this commitment to begin the difficult process of change. When it feels challenging to stick to your commitment, you can often reflect back on these reasons to help you hang in there.3. Understand how the Behavior Serves YouWe hinted at this in the opening whatever behavior youre trying change, it does, in fact, serve a purpose for you. This can be difficult to believe, as its hard to imagine that an unwanted behavior could actually help you in some way! Keep in mind that helping you does not mean its good for you. It means its helping you to survive day-to-day.Understandinghow this behavior works for you can help you understand the discomfort you experience during the process of change.4. Sit With the DiscomfortThis one can also help you with #3. When youre feeling the discomfort of change, try not to run away from it so quickly. See if you can let yourself feel the discomfort and try to understand what it is that is so intolerable. Yes, I know you dont like discomfort and I know it doesnt feel good. Believe me, I dont like it either. But quite often when we let ourselves fully experience our difficult feelings, we can learn some very important things about ourselves that can help us change.5. Take Baby StepsYou can often break the behavior youre trying to change into smaller, more attainablegoals. If youre trying to eat healthier foods, start with adding a vegetable and a fruit to your regular meal plan every day, rather than revamping your entire menu all at once. Slow and gradual modification, rather than huge abrupt change, gives you the opportunity to take things one step at a time, which can be more productive and more likely to result in permanent change.6. No Time LimitsThis goes along with #5. Many people hate this one because in our society, we want results now! True, lasting change usually happens slowly over time. Trying to rush the process of change usually results in going to an extreme only to eventuallyburn outand have the pendulum swing back to the other extreme. Let change happen at a pace that feels right to you.

Refferences1) www.quickmba.com2) https://regenerationayk.wordpress.com/2010/09/29/myers-briggs-mbti-personality-type-test/3) http://smallbusiness.chron.com/goals-increase-leadership-skills-personal-development-47595.html4) Ige handbook

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