Personal Development and Leadership

FACULTY OF WELL-BEING AND SOCIAL SCIENCE

Course: MBA (Vietnam)

Level: M

Module: Personal Development and Leadership (MBA4101) – cohort 14

Credits: 12

Assignment: One of one

Weighting: 100%

Date Issued: posted on Moodle on 28th August, 2012

Submission Date: by 2nd November 2012

Tutor: Wes Haydock

Contact Details: Email: [e-mail]

Student ID: 1111647

Table of Contents Section 1: Record Section 1.1 Curriculum Vitae 1 1.2 Test Result 2 1.2.1 Emotional intelligence 2 1.2.2 Fundamental Interpersonal Relations Orientation (FIRO-B) 4 1.2.3 16 Personality Factor (PF) Model 5 1.2.4 Big Five Personality Test 6 1.2.5 Work Preferences and the Team Management Wheel 7 1.2.6 Linking Skills 8 1.2.7 Problem Solving 9 1.2.8 Action Centered Leadership 10 1.2.9 Managing Conflict 11 1.2.10 Cognitive Style Indicator 12 1.2.11 Transaction Analysis - Ego States and Drivers 13 1.2.13 Locus on Control 14 1.3 Analysis of Strengths, Weaknesses, Opportunities and Threats (SWOT) 14 Section 2: Analysis 15 2.1 Case Study 1 – Weekly Report 15 2.2 Case Study 2 – Japanese Client 17 2.3 Development plan 18 References 19
Table of Figures Figure 1: Emotional Intelligence test 3 Figure 2: Team management wheel 8 Figure 3: Action Circles 11 Figure 4: Conflict Handling Style 12 Figure 5: Locus Of Control 14

Table of Tables

Table 1: FIRO-B test result 5 Table 2: 16 Personality Factor Model 6 Table 3: Big Five Personality Test 7 Table 4: Work Preference 8 Table 5: Liking people skill 9 Table 6: Problem Solving Test 10 Table 7: Action Centered Leadership 12 Table 8 14 Table 9: SWOT Analysis 15

Section 1: Record Section
1.1 Curriculum Vitae

EDUCATION & TRAINING

Hanoi Open University 2009
Bachelor ofBusiness Administration Ho Chi Minh University of Technology 2007
Associate Degree

PROFILE

Prudential Sale agent with a history of surpassing customer and employer expectations. Leverage consultative-sales strengths to identify opportunities, nurture relationships and close deals.

EXPERIENCE
Develop and implement sales plan and manage all phases of the sales cycle-from prospecting to close and follow-up support. Represent a full line of insurance and financial products, serving as a trusted advisor to businesses and individuals. Hire, train and supervise sales support staff, and create a fun and productive work environment.

Achievements:

* Personal sales increase by 20% in the FY2011, outperforming sales targets every month. * Analyze consumer financial performance and risk profile to identify appropriated product * Provided reliable financial consultant, insurance and assets-management services to help clients manage their wealth * Consistently increase annual business referral since joining Prudential despite of the weakness of the economy

Recommendations:

"...Tuan process a great combination of motivation, knowledge and interpersonal skills. He is adored by all and a curcial person in our sale department..." –Tri Nhu (Prudential Sale Supervisor)

1.2 Test Result
In order for one to improve personal development and leadership, it is important that he/she knows about his/her weaknesses. Therefore, the author took twelve recommended test to evaluate himself. In this section, the author will present and discuss these test results in the following structure: * Briefly discuss about the evaluation instruments * Present the outcome after the author finished the tests * Discuss about this outcome and its impact.

1.2.1 Emotional intelligence
Emotional intelligence (EI) is a concept related a person’s ability to understand, evaluate and manage his/her feelings, aims and behaviors as well as others’. According to Goleman (1995) in his book “Emotional Intelligence”, there are five major component of emotional intelligence: * Understanding personal emotions * Controlling personal emotions * Stimulating personal motivation * Identifying and assessing other people’s emotions * Controlling other people’s emotions
The author tried the test in the “Self Assessment Library” by Prentice Hall. Following is his result:

Figure 1: Emotional Intelligence test

According to analysis of the publisher, score of less than 20 mean low EI while those whose score more than 40 are commanding high EI. The author score is between 20 and 40 but much closer to the upper bound, therefore it can be concluded that he has relatively high EI. This is particular important for him as salesperson because the nature of the job requires to well understand the clients and effectively convince them to buy products.
1.2.2 Fundamental Interpersonal Relations Orientation (FIRO-B)
Fundamental Interpersonal Relations Orientation is instrument to measure interpersonal relations based on the behavioral psychology theory developed in 1958 by William Schultz. It main goals is to measure the individual personal behaviors in a group. Schultz argued that there are three core aspects of interpersonal relations a person need too commands. They are “affection”, “control” and “inclusion”, which can be used to identify the roots of complex relationship issues.
Following table showed the result of FIRO-B test adapted by the author

Table 1: FIRO-B test result | Inclusion | Control | Affection | Expressed | 5 | 5 | 7 | Wanted | 6 | 4 | 8 |
Source: Schultz (1958)
The each score is range from 0 to 9. According the map of score for each area compiled by Ryan (1977), the author have high expressed affection and high wanted affections score, which indicated that he belong to “The Optimist” group. A moderate expressed control and wanted control suggested that the author is “The Matcher”. Lastly, moderate expressed and wanted inclusion score belongs to the group of “Social Flexibility”.
According to Chang (2007) the optimist group “Not only initiate warm, close or intimate relationships but also quite comfortable when others initiate this behavior”. Moderate express control score indicated that the author is neither decisive nor reluctant to make decisions or process other decisions. Moderate inclusion scores mean social flexibility or in other word indifference between social attention and distant privacy. Result of FIRO-B test is consistently with EI test as it shows the author ability to understand and affectively communicate with other people. The first set of “affection” behavior is particularly beneficial for the author’s sale job, as it requires him to warmly communicate with consumer.
1.2.3 16 Personality Factor (PF) Model
Sixteen-personality factor questionnaire is one of the most popular qualitative instruments, which is based on the factor analysis framework developed by Cattel (1957), to categorize personality. Sixteen factors include Warmth, Intellect, Emotional Stability, Aggressiveness, Liveliness, Dutifulness, Social Assertiveness, Sensitivity, Paranoia, Abstractness, Introversion, Anxiety, Openmindedness, Independence, Perfectionism and Tension. Following table is the author’s result of the test.
Table 2: 16 Personality Factor Model Warmth | ||||||||||||||| | 46% | Intellect | |||||||||||||||||| | 58% | Emotional Stability | ||||||||||||||| | 50% | Aggressiveness | |||||||||||| | 38% | Liveliness | ||||||||||||||| | 42% | Dutifulness | |||||||||||||||||| | 58% | Social Assertiveness | |||||||||||||||||| | 54% | Sensitivity | |||||||||||||||||| | 58% | Paranoia | ||||||||||||||| | 50% | Abstractness | ||||||||||||||||||||| | 62% | Introversion | |||||||||||||||||| | 58% | Anxiety | ||||||||||||||||||||| | 66% | Openmindedness | ||||||||||||||| | 50% | Independence | ||||||||||||||||||||| | 62% | Perfectionism | |||||||||||||||||| | 58% | Tension | ||||||||||||||| | 42% |
Source: Cattell& Kline (1977)
The author score for all of the factor are moderate without any extremely low or high. Lowest scores are “Aggressiveness”, “Liveliness” and “Tension” with score of 38, 42, 42 percent respectively. Factor of highest scores are “Anxiety”, “Abstractness”, and “Independence” with score of 66%, 62% and 62%. These moderate score support the result of FIBO-R assessment on inclusion and control leg of the interpersonal communication triad. Control result was supported by moderate levels of “paranoid”, “openminedness”, and “dutifulness”, independent “and” emotional stability. Lowest two 16PF test scores are “aggressiveness” and “tension” combining with above average sensitivity supports the high score of FIRO-B affection score while below average “warmth” and “liveliness” contradicts FIRO-B affection results.
1.2.4 Big Five Personality Test
Another personality factor test is Big Five Personality Trait assessment developed by the Costa and McCrea (1992). Its nature is similar to Cattel’s 16 Personality Factor model, but it concentrate personality into 5 categories include: Extraversion, Agreeableness, Conscientiousness, Emotionality, and Intellect/Openness. Following table present the author’s outcome big five test
Table 3: Big Five Personality Test Extraversion | Average | Agreeableness | Moderately High | Conscientiousness | High | Emotionality | Average | Intellect/Openness | Moderately High |
Average “extraversion” score means the author are relatively in balance between sociable and private. This outcome is consistent with FIRO-B and 16PF test results. Moderate high “agreeableness” indicates that the author have friendly, kind, and polite toward other people. Again, 5PF outcome in this category is convergent with FIRO-B and 16PF result. High “conscientiousness” suggested that the author is organized, well planed and caution in his job. Average “emotionality” score supports the same outcome of 16PF test as the author’s emotional stability is 50%. “Intellect/openness” category results moderately high, which associated with people described as imaginative and intellectual.
1.2.5 Work Preferences and the Team Management Wheel
Developed by Margerison and MacCann based on the works of Carl Jung [Citation], Team Management Profile is a comprehensive instruments to measure how good a person can perform in collaborating environment to contribute to the team success. It also an indicator on how prospective manager will manage his team of different members with various perspectives. The purpose of this test is to identify management talents, career enhancement and improve teamwork efficiency.
Figure 2: Team management wheel

The Team Management Wheel highlights individual’s preference toward a favorite and two related are of work. Eight area of work as suggested in their work are: Reporter-Adviser, Creator-Innovator, Explorer-Promoter, Assessor-Developer, Thruster-Organizer, Concluder-Producer, Controller-Inspector, Upholder-Maintainer.
After taking the 2011 version of 20-item assessment, the author’s results are presented in this table:
Table 4: Work Preference Relationships | Information | Decisions | Organisation | Extrovert | Introvert | Practical | Creative | Analytical | Belief | Structured | Flexible | 7 | 8 | 8 | 6 | 10 | 3 | 8 | 7 | I:1 | P:2 | A:7 | S:1 |
The result suggested that the author is relatively indifference between Relationships, Information and Organization. While in making decision he preferred Analytical to Belief.
1.2.6 Linking Skills
One of the most important characteristics of a capable team leader is the ability to ”link” people in the team. To measure this ability Margerison further expanded the team management profile, developed the Linking Skills Profile Questionnaire covers three areas with corresponding important skills. “People linking skills” include “active listening”, “Communication”, “Team Relationship”, “Problem Solving and Counseling”, “Participate Decision Making”, and “Interface Management”, which are important skills for all member to keep the group operating effectively. “Task Linking Skills” include “Objective Setting”, “Quality Standards”, “Work Allocation”, “Team Development”, and “Delegation”, which is crucial for the team leader to smoothly manage the team. Leadership skills include “Motivation” and “Strategy”, which is essential for the leader to employ the best capacity of the team. (TMS Global). The author took the 36-item Liking of People and Tasks Profile Questionnaire as it is suitable for all team member, following table showed his result as well as his three colleague who agreed to participated in the survey
Table 5: Liking people skill | 1 | 2 | 3 | Average | Self | Active Listening | 20 | 30 | 25 | 24 | 25 | Communication | 26 | 29 | 24 | 26.3 | 27 | Problem solving and counseling | 21 | 20 | 20 | 20.3 | 20 | Team development | 25 | 30 | 23 | 26.0 | 28 | Work allocation | 20 | 21 | 21 | 20.7 | 22 | Team Relationships | 21 | 25 | 27 | 24.3 | 26 | Delegation | 25 | 27 | 23 | 25.0 | 26 | Quality Standards | 26 | 29 | 26 | 27.0 | 29 | Objectives Setting | 22 | 30 | 26 | 26.0 | 28 | Interface Management | 27 | 26 | 29 | 27.3 | 28 | Participative Decision Making | 25 | 26 | 20 | 23.7 | 25 |
In most the skills, the author recorded a higher than the average of the group except in the problem solving skill. The outcome suggested that there are two weakness of the group related to “problem solving and counseling” and “Work allocation” which reflected in somewhat ineffective management of this team. There are several rooms to improve the two weaknesses. On the other hand the strength is “team development”, “quality standard”, “objective settling” and “interface management” which reflected the working culture of established firm like Prudential with working standard and clear goals assessment.
1.2.7 Problem Solving
As mentioned in previous test, one of author weaknesses is problem solving. To further investigate in this issue, he used the measurement developed by Margerison and Mccann. The test is composed of several questions which determined how a person response to certain situation, thus show his problem solving ability. Following table summarizes the author’s result
Table 6: Problem Solving Test Problem Solving | Score | Enquiring | 23 | Diagnosing | 23 | Summarizing | 14 | Proposing | 15 | Directing | 14 |
The author scored low on “summarizing”, “proposing” and “directing” while performance decently on questions related to “enquiring” and “diagnosing”. The result suggested that the author command the ability to assess and evaluate the problem. However, he lacks of creativity to propose effective solutions to the problems.
1.2.8 Action Centered Leadership
Action-Centered Leadership model was developed by John Adair, which laid out the blueprint for essential responsibilities of the leader of any group. According to John Adair (year), an effective management needs to archive three core goals visualized by three circles in his model.
Figure 3: Action Circles

Archiving the task: define the goals of group; find the necessary resources (both in term of financial and human resources); established a plan to archive the goals; monitor the performance; quality control; and evaluate the results.
Managing the team or group: involve in controlling the group’s discipline, integrity and ethics; enhance cooperation and communication among the team, resolve potential conflicts, and create the identity and culture for the group.
Managing individuals: identify potential talents, understand strengths and weaknesses of team member, and assist member personal development.
Following table is the result of author assessment of Action Centered Leadership
Table 7: Action Centered Leadership

Characteristic | Archiving Task | Manage Team | Manage Individuals | Total | 30 | 28 | 25 |
The result suggested the author process a relatively “balance style”, however the ability to manage individuals is somewhat lower than two other core skills.
1.2.9 Managing Conflict
One of the important skills a manager needs to keep his team going smoothly is the ability to manage conflict. Thomas (1970) developed a conflict management model based on the psychology of parties who involved in the conflict. The combination between how they react according to their own interest (assertiveness) as well as the interest of the other party (cooperative) determined the style of conflict management. The author took the conflict management test available in the “Self-Assessment Library”, which adopted from the results of Thomas’s work. The result if presents in figure 3:
Figure 4: Conflict Handling Style

It suggested that the author highest score is “accommodating” which means that the author is willing to put the other party interest above his own interrest. Following closely are avoiding and compromising which mean that the author will tend to stay away from conflict and willing to give up some of his own interest to settle down the situation.
1.2.10 Cognitive Style Indicator
Cognitive Style Indicator is a psychology questionnaire developed by Meyer and Briggs based on theory framework of Jung (1921) to measure personal preference and how people make decision. The test is to determined the preference of a person toward four conflicting pair: “Extraversion and Introversion”, “Sensing and Intuition”, “Feeling and Thinking”, and “Judging an Perceiving”. After the author took this test, his result is: ESTJ. In more detail Extravert (1%), Sensing (1%), thinking (12%) and Judging (1%), therefore, the author have little to no preference on Extraversion to Introversion, which is supported by the result of FIRO-B and factors model tests. Similarly, the author has no preference between sensing and intuition; and judging and perceiving. However, he slightly prefers thinking to feel which is consistent with slightly above average score of “intellect” in 16PF test.
1.2.11 Transaction Analysis - Ego States and Drivers
Transaction analysis, proposed by Eric Berne, is a method to evaluate transaction on the basis of “I do something to you, and you do something back”. According to Berne (1950), there are three states of ego that affect the form of transactions.
Parent: people behave in a way that replicated their parents’ actions and thinking
Child: people behave like they did when they were kids.
Adult: people behave in a way, which they take the information, process and respond in way that emotional is absent.
Following table summarized the author’s transaction analysis result:
Table 8 Ego State | Score | Critical parent | 11 | Nurturing parent | 12 | Adult | 16 | Adapted child | 14 | Natural child | 10 | Rebellious child | 7 |

The results suggested that the author dominant ego is adult, which mean that the author make decision mainly base on analysis and facts. This result is consistent with his work preference test result. Beside that he also somewhat carry parent ego which mean that his parents’ behaviors have affect on his actions.
1.2.13 Locus on Control
Locus of control is psychological term, which refers to individuals’ belief that they are in charge in case of unexpected situation arising.
Figure 5: Locus Of Control

The author took locus of control assessment in the “Self-Assessment Library” contains 10 questions based on works done by Rotters (1971). According to the analysis of the test, his score of 7 belongs to group of moderate internal locus of control. This result suggested that the author is more comfortable with less routine job, which is suitable with his current salesperson job.
1.3 Analysis of Strengths, Weaknesses, Opportunities and Threats (SWOT)
Based on the test results presented in previous section, the author conduct the SWOT table which showed his strength, weakness, opportunity of improve and threats
Table 9: SWOT Analysis Strengths | Weaknesses | * Intellectual * Imaginative * Detail oriented * Responsible * Supportive * Ability to analyse and understand the problem * Confident * Ability to work independently * Good communication skill | * Weak problem solving skill, especially the ability to provide solutions. * Hot temper/high anxious * Tendency to avoid conflict, willing to give own interest to avoid this * Less with routines work * Sometimes cares too much about detail while missing the big picture | Opportunities | Threats | * The nature of sell job give the author the opportunity to utilized his strengths such as good communication skill, supportive and confident | * Problem solving weakness may cause him troubles when he has to deal when an unexpected even happens |

Section 2: Analysis
2.1 Case Study 1 – Weekly Report
One of the roles of the author is to hire, train and supervise sales supporting staff. One of the regular works of the team is to produce a weekly routine report which provides operational information as well as target achievement. Since the template of the report is already designed, the job is quite simple as it is only required to plug in the number collected from members of the team. As such, it is normally assigned the job to the junior member of the team and the author’s role is to review and approve the report before sending to the upper level management. The key requirement of this job was it needed to be completed on timely manner as it had to be submitted to the upper level every Monday morning.
The incident happened about one year ago when the author decided to allocated the weekly report job to a newly join member of the team, Mr. Nguyen. Trusting his background, the author believed that there would be no problem for the new comers to get the job done. However, the outcome was not as expected. The first weekly report done by Mr. Nguyen was nowhere near the team standard. The author, instead of requiring Mr. Nguyen to rework on the report, took the job himself and spent all week-end to work on the report in order to complete it on time. Even worse, the weekly report produced by Mr. Nguyen the week after that was not improved and the author re-work the job again. As the result, the author shifted the old member of the team to work on the reporting job and moved Mr. Nguyen to other position. The author did not make much complaining with Mr. Nguyen as the old one did the job well.
In analyzing this case study, the author found that it is quite appropriate with the personal development characteristics. Author’s linking skills measured by Magerision’s Linking Skills Profiles Questionnaire indicated that author weakness lied in the problem solving and counseling. According to the definition, problem solving and counseling is the linking skill when one available and responsive to other’s problem. In this case study, the author was not quite responsive to the problem of Mr. Nguyen. Instead of finding out the reason why Mr. Nguyen was unable to produce quality report, the author chose to do it by himself. By not thoroughly understand Mr. Nguyen’s problem and response to that, the author failed to improve the quality of Mr. Nguyen’s work the week following. Another issue related to linking skills that the author faced in this case study is: work allocation. Work allocation is defined as to allocating work based on people capabilities and preference. In this case, Mr. Nguyen personality involved of quick and good communication skills but lack of diligent. He was most suitable for sales and marketing job rather than report. If the author saw that at the beginning, Mr. Nguyen should not be put in the reporting position.
This case study also indicates the author’s personality found in the 16 Personality Factor Model. The test of 16 Personality Model suggests that author scores low in “Aggressiveness”, “Liveliness” and “Tension”. In this case study, author did not confront Mr. Nguyen on the low quality of his report and require he to re-do the work. The author instead tries to avoid conflict and tension by take the job himself.
2.2 Case Study 2 – Japanese Client
The second case study involved the author’s working experience with clients. Recently, the author identified and approached a prospective customer operating in heavy industry sector. The clients is Toyo Precision, a foreign branch of Toyo Precision Co., the Japanese firm that specializing in manufacturing and trading machinery components. The Japanese holding company holds 100% share of the Vietnamese branch. The two issues were raised to the authors regarding Toyo deal. First of all, the amount of benefit offered for Toyo employee was quite high compare with normal practice of Japanese companies. It is known that Asian companies such as Japan, Korea or Taiwan are usually paid less salary and lower benefit package than Western counterparts. In this case, the benefit package of Toyo even surpassed U.S. companies. It was alert author because in Vietnam many foreign companies were employing various tactics to evade tax. One of the strategies is to increase the expense paid to employee. Hence the author has to decide to take a diligent step in investigating the deal with various financial required to be disclosed. The second issues was Toyo required the insurance plan to cover all children of employee at any age while Prudential only have plan for child that above 1 year old. This required the author to re-design the insurance program.

With the concern of the financial situation as well as see facing the difficulty of re-designing the program, the author lost one of the largest deals to other insurance company.

This case study pose a similarity with the previous case study as one of the weakness of the author lied in the problem solving and counseling. The author did not see that many of Toyo employees including the Director had children under 1 year old. As such, one of the key of the deal was to ensure that those children should be under the coverage. The author is nor responsive to the clients problem and need. Therefore, the author failed to get the lucrative contract from Toyo. Furthermore, the author was too slow in examine the financial situation of Toyo caused the clients to move to other service provider. The author applied his learning style into his work. However, he did not consider the nature of the business of life insurance, which is very competitive. Therefore as a sale agent the author should adopt a different attitude toward the job demand to be more responsive with the requirement of clients.
2.3 Development plan Area for Development | Action to achieve | Means of Measuring | Improve problem solving skill | Engage with the problem. Actively sought out the solution. Express the idea in various way. | Retake the problem solving test | Improve work allocation skill | Break down general task into specific aims, analyzed the requirement of each task and the capability of each team member, match team member according to their skill and capability | Evaluate team’s performance |

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