A Behavioral Study of People Styles at

A Behavioral Study Of People Styles At Work
“A BEHAVIORAL STUDY OF PEOPLE STYLES AT

WORK” A DISSERTATION SUBMITTED IN PARTIAL FULFILLMENT OF
THE REQUIREMENTS FOR THE AWARD OF MBA DEGREE OF
BANGALORE UNIVERSITY.
Submitted By Ms SOUMYA PRASAD Reg.No-04XQCM6094
UNDER THE GUIDANCE OF DR. K.V. PRABHAKAR SENIOR PROFESSOR
M.P.BIRLA INSTITUTE OF MANAGEMENT ASSOCIATE BHARTIYA

VIDYA BHAVAN. BANGALORE-560001
2006
IDSG.Govt. College, Chickmagalur. 1

DECLARATION
I hereby declare that the dissertation entitled “A BEHAVIORAL STUDY OF
PEOPLE STYLES AT WORK” is the result of research work undertaken by me under
the guidance and supervision of Dr.K.V.Prabhakar, Adjunct Professor, M.P.Birla Institute
of Management, Bangalore.
I also declare that this dissertation has not been submitted to any other
University/Institution for the award of any Degree or Diploma.
Place: Bangalore Date: 5th June 2005
(Ms. Soumya Prasad)

3
CERTIFICATE
I hereby certify that the research work embodied in this dissertation entitled, “A
BEHAVIORAL STUDY OF PEOPLE STYLES AT WORK” has been undertaken and
completed by Ms. Soumya Prasad under the guidance and supervision of Dr.
K.V.Prabhakar, Adjunct professor, MPBIM, Bangalore.
Place: Bangalore Date: 5/06/06
(Dr. N . S. Malavalli) Principal MPBIM, Bangalore

4
CERTIFICATE
I hereby certify that the research work embodied in this dissertation entitled “A
BEHAVIORAL STUDY OF PEOPLE STYLES AT WORK”, has been undertaken and
completed by Ms.Soumya Prasad under my guidance and supervision
Place: Bangalore Date: 5/06/2006
(DR.K.V.PRABHAKAR) Adjunct Professor

5
Acknowledgement
I take this opportunity to sincerely thank Dr. K.V. Prabhakar, Adjunct Professor
M. P. Birla Institute of Management, Bangalore who guided me to complete this research
work, I thank Dr. Nagesh. Malavalli, Principal M. P. Birla Institute of Management for
providing a congenial atmosphere to facilitate the completion of this research work My
sincere thanks to my parents and friends for helping me in completing this research work.
Place: Bangalore Date: 5th June 2006 (Soumya Prasad)

6
CONTENTS
1 Executive Summary ....................................................................... 11 2 Chapter 1

...................................................................................................... 13
2.1 2.2 3.1 4.1 5.1 6.1 7.1 8.1
Introduction....................................................................................................... 13
Theoretical background the study..................................................................... 14 Review
of literature leading to indentification of research gap ........................ 47 Problem
statement............................................................................................. 59 Research gap
..................................................................................................... 60 Research
Objectives.......................................................................................... 61 Research
methodology...................................................................................... 62 Research
limitations.......................................................................................... 64
3 Chapter 2 ...................................................................................................... 47 4
Chapter 3 ...................................................................................................... 59 5 Chapter 4
...................................................................................................... 60 6 Chapter 5
...................................................................................................... 61 7 Chapter 6
...................................................................................................... 62 8 Chapter 7
...................................................................................................... 64 9 Chapter 8
...................................................................................................... 65
9.1 Data analysis and interpretation........................................................................
65 9.1.1 Thinking styles.......................................................................................... 65 9.1.2
Communication Styles .............................................................................. 68 9.1.3
Decision making style............................................................................... 72 9.1.4 Boss-
Subordinate Interaction style ........................................................... 76 9.1.5 Emotional
Expressiveness ........................................................................ 80 9.1.6 Colleague delight
...................................................................................... 83 9.1.7 Execution
style.......................................................................................... 87
10 Chapter 9 .................................................................................................. 90
10.1 Major research findings ....................................................................................
90 10.1.1 Thinking Style........................................................................................... 90
10.1.2 Communication style ................................................................................ 90 10.1.3
Decision making style............................................................................... 91 10.1.4 Boss-
Subordinate interaction style ........................................................... 91 10.1.5 Emotional
expressiveness style................................................................. 91 10.1.6 Colleague delight
style.............................................................................. 92 10.1.7 Execution
style.......................................................................................... 92
11 Chapter 10 .............................................................................................. 93
11.1 Recommendations.............................................................................................
93 6

7 11.2 Directions for further research
.......................................................................... 93
12 Annexure.................................................................................................. 94
12.1 Select bibliography ...........................................................................................
94 12.1.1 Books ........................................................................................................ 94
12.1.2 Journals ..................................................................................................... 94 12.1.3
Business magazines .................................................................................. 94 12.1.4
Websites visited ........................................................................................ 94
13 Questionnaire ..................................................................................... 96

8
LIST OF CHARTS
TABLE 1: GENERATES NEW IDEAS
............................................................................. 65 TABLE 2: TRIES TO COME UP
WITH SOLUTIONS TO PROBLEMS THAT MIGHT ARISE.
...................................................................................................................... 65 TABLE 3:
FOCUSES ON FINISHING OR CLOSING THE TASK AT HANDRATHER THAN
PLANNING ON HOW TO DO SO............................................................... 66 TABLE 4:
IS OPEN TO NEW IDEAS, CREATIVE SOLUTIONS GENERATED BY THE
SUBORDINATES .................................................................................................... 66
TABLE 5: IS ABLE TO FORECAST A POSSIBLE SITUATION THAT CAN ARISE...
67 TABLE 6: THINKS OF WAYS TO UTILISE PERSONS WITH
COMPLIMENTARY GOALS SO AS TO ARRIVE AT ‘WIN-WIN’
SOLUTIONS.................................. 67 TABLE 7: SHARES INFORMATION ABOUT
COMPANY, POLICIES, BUSINESS AND FUTURE DIRECTION ONLY TO A FEW
‘FAVOURITE’ SUBORDINATES
................................................................................................................................... 68
TABLE 8: FORCES HIS/HER VIEWS TO BE ACCEPTED BY THE USE OF
POSITION
POWER..................................................................................................................... 68
TABLE 9: PROVIDES SPACE FOR SUBORDINATES TO EXPRESS
HIMSELF/HERSELF ............................................................................................... 69
TABLE 10: JUMPS FROM ONE TOPIC TO ANOTHER DURING INTERACTIONS...
69 TABLE 11: STYLE OF COMMUNICATION DEPENDS ON HIS/HER MOOD
............ 70 TABLE 12: IS ABLE TO AGREE AT A DISAGREEMENT
............................................ 70 TABLE 13: CONSTANTLY REMINDS
SUBORDINATE ABOUT HIS/HER EXPERIENCE LEVELS AND POSITION SO AS
TO ENSURE CONFORMITY 71 TABLE 14: POSTPONES DECISION MAKING
UNTIL ABSOLUTELY INEVITABLE
................................................................................................................................... 72
TABLE 15: NEVER FOLLOWS UP ON A DECISION TO OBSERVE ITS EFFECT .....
72 TABLE 16: OPEN TO REVERSE A PREVIOUS DECISION IF MERITTED
................. 73 TABLE 17: TENDS TO TAKE DECISION THAT ARE ‘PEOPLE
ORIENTED’ RATHER THAN ‘COMPANY ORIENTED’
........................................................................... 73

9 TABLE 18: OFTEN MISSES OUT ON THE IMMEDIATE NECESSITY IN
INTERESTS OF A LARGER PERSPECTIVE WHILE TAKING DECISIONS
LEADING TO PROBLEMS
............................................................................................................. 73 TABLE 19:
WAITS FOR THE BOSS TO TAKE DECISIONS ......................................... 74 TABLE
20: CALLS FOR THE OFFICIAL MEETING BEFORE TAKING ANY DECISION
................................................................................................................ 75 TABLE 21:
EXPECTS SUBORDINATES TO CONSULT BEFORE TAKING ANY
DECISIONS.............................................................................................................. 75
TABLE 22: INSPIRES HIGH ENERGY AMONG SUBORDIATES................................
76 TABLE 23:
UNAPPROACHABLE.................................................................................... 76 TABLE
24: USUALLY LIKES TO SEE SUBORDINATES BUSY (INVENTING ACTIVITES
JUST TO KEEP THEM BUSY) .......................................................... 77 TABLE 25:
TENDS TO DO THINGS BY HIMSELF/HERSELF SO AS TO DO IT
‘RIGHT’.................................................................................................................... 77
TABLE 26: ONE CAN LEARN SOMETHING BY WORKING WITH HIM/HER..........
77 TABLE 27: USUALLY LIKES OTHERS TO TREAT HIM/HER WITH RESPECT,
ADMIRATION AND PERSONAL LOYALTY AND RECIPROCATES THE SAME
....................................................................................................................... 78 TABLE 28:
TENDS TO TREAT SUBORDIANTES AS LESS IMPORTANT OR LESS
SIGNIFICANT PEOPLE. PERFERS TO GO BY DESIGNATION AND STATUS79
TABLE 29: ALLOWS SUBORDINATE TO MAKE MISTAKES AND IS
SUPPORTIVE TO
RECTIFY............................................................................................................ 79 TABLE
30: TEND TO RELEASE PENT UP STRESS ON SUBORDINATES ................ 80
TABLE 31: IS ABLE TO SPREAD POSITIVE EMOTIONS AMONG
SUBORDIANTES
................................................................................................................................... 80
TABLE 32: EASILY UPSET BY CRITICISM...................................................................
80 TABLE 33: PROVIDES SUPPORT TO SUBORDIANTES WHEN REQUIRED
PROACTIVELY............................................................................................................... 81
TABLE 34: TAKES TIME TO CONVEY HIS/HER FEELINGS OR EMOTIONS ..........
81 TABLE 35: USUALLY CALM, NOT DISTRUBED BY
PRESSURE.............................. 82 TABLE 36: IS DEPENDABLE FOR
SUBORDIANTES................................................... 83 9

10 TABLE 37: GENERALLY TRUSTWORTHY
.................................................................. 83 TABLE 38: IS COMFORTABLE WITH
REGULAR TASKS AS REQUIRED BY HIS/HER POSITION
................................................................................................ 83 TABLE 39:
HESTITATES TO WORK IN A TEAMSETTINGS WITH THE SUBORDINATES
.................................................................................................... 84 TABLE 40: IS FINE
WITH INFORMAL SETTINGS ....................................................... 84 TABLE 41:
CANNOT KEEP A SECRET/CONFIDENTIAL INFORMATION ............... 85 TABLE
42: TENDS TO DELEGATE REPETITIVE WORK AND KEEP THE INTERESTING
WORK TO HIMSELF/HERSELF ................................................. 86 TABLE 43: IS
SENSITIVE TO THE VALUE OF TIME ................................................... 87 TABLE 44:
DELIVERS RESULTS FOR THE COMMITMENTS MADE ....................... 87 TABLE
45: OVER-PROMISES, UNDER-DELIVERS ..................................................... 87
TABLE 46: UNDER-PROMISES, OVER-DELIVERS .....................................................
88 TABLE 47: ABILITY TO ASK TOUGH QUESTIONS THAT GET RIGHT TO THE
HEART OF THE MATTER...................................................................................... 88
TABLE 48: REWARD THOSE WHO DO RATHER THAN SAY THEY WILL .............
89
10

EXECUTIVE SUMMARY
Quite Often in many companies we will have at least some unwelcome and
unproductive friction with others. There are difficulties to be worked through even in the
best relationships. In more troubled relationships, people problems may loom large
enough to seriously undermine both morale and productivity. Of all the problems we
encounter n corporate life, people problems are generally toughest to solve. Difficult as
task problems may be, most of us would choose them over people problems. Besides
when a task problem I especially difficult to handle, it is usually so because on or more
painful people problems are embedded in it. People problems in many company is the
outcome of people styles at work. It is, therefore, significant to understand the people
styles at work from the behavioral angle. Objectives The main objective of this research
are to find the common ground with employees and to identify the employees’ styles at
work in terms of level of assertiveness and level of responsiveness. Also to identify the
“back up style” and analyze the concept of “style flex” in adjusting the patterns of
employee behavior. Findings From the analysis done, findings of this research were done
under seven categories of styles, Thinking style, Communication style, Decision-making
style, Boss-subordinate behavior style, Emotional expressiveness, Colleague delight and
Execution styles. The findings are summed up below: 1. it was found that, majority of the
employees are open to new ideas and creative solutions that are generated by the
subordinates and they try to come up with solutions to problems that might arise. 2. The
mood of the employee depends on his style of communication. 3. Employees would like
to take decisions that are people oriented. 4. Never tends to infect subordinates with
stress. 5. Assists subordinates pro-actively.
Employees do have the ability to ask the right questions.
Recommendations Major recommendations made in the research are to “improve

in interpersonal communication through the use of Johari Window”, to understand
“flexing each style of behavior among employees” and a detail “study should be

conducted by the corporate enterprises periodically on effective and ineffective work
style” of the employees.
12

CHAPTER - 1
INTRODUCTION
Success at work and happiness in life depend large measure on one’s ability to
relate well to others. Yet it’s not easy to have consistently good relationships with
everyone one interact with: co-workers, customers, suppliers, family, friends, neighbors,
and acquaintances. Some people, though, are better than others at creating and
maintaining relationships. But even these individuals find that “people problems” bedevil
their lives. Chances are that anyone can be much more effective at work and enjoy life
more fully by finding better ways of relating to people. Differences between people are
major source of friction. Differences can undermine one’s relationships, hamper one’s
performance, and add needless stress to one’s life. Fortunately, it’s possible to manage
such differences so work relationships are enhanced, productivity is increased, and there’s
richness and spice to life. One can make these differences work for, not against, oneself.
Dr. David Merrill, an industrial psychologist, developed an approach that focused on
differences between people’s outer behaviors rather than one’s differences in their inner
states. Merrill used the newly available computer technology and recently developed
statistical technique to group people into four styles. Merrill’s model was for most applied
style since it was based on behaviors that are directly observable. It created a very useful
way of “reading” other people and relating to them more effectively. This way of
improving work relationships is based primarily on Merrill’s work, although there are
important differences. There are four styles of people, none of which is better or worse
than any other styles. Each style has characteristic strength and weakness not shared by
other styles. Each person has a dominant style that influences the way he or she works.
The population is evenly divided among the four styles. People of each style can
be successful. The behavioral patterns of one style tend to trigger stress in the other three
styles. To create optimum working relationships, it’s necessary to get in sync with the
style-based behavioral patterns of the people one is working with. Whether at work or
home, success and happiness involve relating to others across a chasm of significant
behavioral differences.

THEORETICAL BACKGROUND THE STUDY
What is a Style?
Style is pattern of assertive and responsive behavior. There are three ingredients
that comprise styleBehavior 2) Patterns 3) Habits 1) BEHAVIOR a. The outer expression
of a person’s life b. Body language c. Vocal variety (pitch, rate and tone) d. Behavior is a
component of personality 2) PATTERNS a. Collection of behaviors b. Group of traits that
form a coherent, integrated whole 3) HABITS a. Style determined by habitual behavior b.
Frequently repeated in a given situation c. Becomes “second nature” d. Feels natural to us
e. Consistent from one situation to another
Foundation of the Concept: Two Dimensions of Behavior.
According to Dr. David Merrill, there are two dimensions of human behavior that
are key elements in understanding the behavioral style model: "assertiveness" and
"responsiveness." It is the degree of responsiveness and assertiveness that combine to
determine an individual's style. Dimensions of Behavior: The vertical axis represents
Responsiveness and the horizontal axis represents Assertiveness. The first step of
understanding behavior is identifying where one falls on each of these 2 dimensions. This
forms the foundation of the Behavioral Style model.
Assertiveness In this model, one’s level of assertiveness is the degree to which

others see one’s behaviors as being forceful or directive. People are assertive in two
different ways. They may be “ask assertive”/”less assertive” or “tell assertive”/”more
assertive”. The "ask assertive" person uses a questioning approach to indicate intention.
For example, in discussing where they want to go for lunch, they might ask, "Do you
want to go to McDonald's?" instead of "I'd like to go to McDonalds!". The intent is clear
the approach is understated. These are the people who seek information, and they often
avoid taking a position on a subject until they have gotten enough information. The "ask

assertive" individual frequently speaks more slowly, makes fewer statements, and may be
quieter in volume.
They may make less eye contact during conversation, minimize hand movement,
and their body posture may be more reserved. The "tell assertive" individual is the one
who more readily verbalizes a position. The extremely "tell assertive" person is often the
first to state an opinion and likes to lead the group. The "tell assertive" individual may be
recognized by a faster speech pattern, making more statements, and using a louder
volume when speaking. In addition, their gestures may be more directive. They tend to
make more eye contact during conversation.
Characteristic Behavior of More Assertive/Tell Assertive People

More assertive people have the following behavioral characteristics. Compared to
less assertive people, they tend to: Exude more energy Move faster Gesture more
vigorously Have more intense eye contact Be erect or lean forward, especially when
making a point Speak more rapidly Speak louder Speak more often Address
problems quicker Decide quicker Be more risk-oriented
Be more confrontational Be more direct and emphatic when expressing opinions,

making requests, and giving directions Exert more pressure for a decision or for taking
action Demonstrate anger quicker More assertive people have most but not necessarily
all of these characteristics.
Characteristics Behaviors of Less Assertive/Ask Assertive People

Demonstrate less energy Move slower Gesture less vigorously Have less
intense eye contact Lean backward even when making a point Speak less rapidly
Speak more softly Be slower to address problems Decide less quickly Be less risk-
oriented Be less confrontational Be less direct and less emphatic when expressing
opinions, making requests, and giving directions

18 Exert less pressure for making a decision or taking action Demonstrate anger
quickly People who are less assertive have most but not necessarily all of these
characteristics. Responsiveness Responsiveness is the second dimension of behavior.
Responsiveness is an indication of how much emotion a person may be willing to display
to others. The individual seen as controlling emotions may be perceived to be less
responsive, and the individual who exhibits emotions more freely is seen to be more
responsive. The behavioral clues indicative of an emotionally controlling person are that
they may have a more monotone voice and focus on tasks rather than people. They
frequently use data and facts in conversation. Less responsive individuals have emotions
but prefer to keep their feelings to themselves. Their body posture, use of hands, and
facial expressions may also be more controlled and sometimes seem to be less relaxed.
Individuals who are seen as more emotionally responsive frequently use a wider range of
voice inflection; their focus is on people and relationships, and they will frequently use
stories and personal opinion in conversation. These people are often highly animated.
Their attitude is more casual and their gesturing may be more open.
Characteristic Behavior of More Responsive People

Here’s the sort of behavior one will observe when one is with a more responsive
person. Compared to the less responsive the more responsive person tends to: Express
feelings more openly Appear more friendly Be more facially expressive Gesture more
freely
Have more vocal inflection Be comfortable with small talk Use more anecdotes
and stories Express more concern about the human aspects of issues Prefer working
with people Dress more casually Be less structured in their use of time. More
responsive people have most, but not necessarily all, of these characteristics.
Characteristic Behavior of Less Responsive People

Less responsive person shares most of the following behavioral characteristics.
Compared to more responsive people, they tend to: Be less disclosing of feelings Appear
more reserved Have less facial expressiveness Gesture less often Have less vocal
inflection Be less interested in and less adept at “small talk” Use more facts and logic
than anecdotes Be more task-oriented Prefer working alone
Dress more formally Be more structured in their use of time. People who are
less responsive people have most but not necessarily all, of these characteristics.
The Four Behavioral Styles

Through close observation, the dimensions of behavior of others can be identified.
This awareness provides an insight to greatly enhancing relationships with them. By
combining the assertive behavior with the responsive behavior, the behavioral style
becomes evident. The four behavioral styles are as follows: Social Style Model: This
model represents the assertive and responsive dimensions of behavior as well as the four
social styles.
Analytical The analytical style is "ask assertive" and tends to control emotions.
The analytical is the most perfectionist of the styles. Analyticals tend to be the most
critical of the styles. Because of their perfectionistic tendencies, they are often very hard
on themselves and on others. Their exacting standards cause them to be generally very
sparing with compliments and expressions of appreciation. Analtyicals need to guard
against these tendencies, because it can be demoralizing to work for someone who is big
on criticism and small on compliments. This style is restrained in communication. The
voice is often subdued, frequently monotone. The focus is on tasks. They have great
interest for, and appreciation of, facts and data. The analytical style is reserved in the pace
of speech, speaking more slowly and offering fewer statements. Their body language is
more controlled and reserved. They may "clam up" with those who are overly aggressive
or emotional.
Characteristics of Analytical
Most perfectionist and critical style Sticklers for detail Want things to be done
right! Sets very high standards Systematic and well-organized The more data and
facts, the better. Risk-averse Comfortable in solitude Quiet, reserved and low-key
Indirect when stating opinions Drivers The other type of person to work is the DRIVER
The driving style is "tell assertive" and tends to control emotions but tends to make more
statements. Drivers blend a higher than average level of assertiveness with less than

average responsiveness. They speak fast and are very direct. Though they don't often use
a wide range
of vocal tone or inflection, they often speak louder than those of other styles. The driving
style tends to focus on results and outcomes. They may become impatient with those who
take too long to make decisions or those who are overly emotional. They excel at time
management. The driver’s high energy, fast pace, purposefulness and directness of speech
can trigger resentment in people.
Characteristics of Drivers
Very results-focused Get it done! Tends to forego the long-term and quality
Indecision is a turn off More likely to change their minds Excel at time management
Risk-taker Body language purposeful Can intimidate less assertive people Direct
when stating opinions. Amiable Another type of person is the AMIABLE. The amiable
gets things done in manner that’s less assertive than average, combined with more than
average responsiveness. The amiable style is "ask assertive" and tends to display
emotions. They speak more slowly and thoughtfully, use variety in their vocal tone, and
they're very sensitive to the needs or reactions of others. The amiable style is the most
concerned with relationships and can become upset if there is discord in the office. They
can lose sight of practicality if overwhelmed with emotional issues or relationship
problems. The amiable usually performs best in stable, clearly structured situation. They
often prefer to have the organization define their role and set their goals
Characteristics of Amiable
Team Player Doesn’t seek spotlight Generous with their time Quiet,
empathetic and friendly Confidants Very skilled maintainers Patient but slow to forget
Risk-averse Natural peacemakers Focused on maintaining relationships with people
Indirect when stating opinions. Expressive The expressive style is "tell assertive" and
tends to display emotions. We find a lot of Expressiveness in the workplace. People
integrate high level of assertiveness with much emotional expressiveness
(responsiveness). This is the most flamboyant of the styles. This spirited style bristles

with energy. Individuals of the expressive behavioral type tend to make more statements.
They speak faster, use more variety in their vocal tone, and they're frequently very
animated in conversation.
The expressive style tends to focus on issues with people, and they often use
stories in making their points. They are often highly spontaneous and can generate high-
energy and creative ideas for the practice.
Follow-through, however, can be a challenge for these folks. Expressiveness look

for ways to make work more enjoyable.
Characteristics of Expressive
Most flamboyant and outgoing Energetic; always on the go Dreamers – outside
of the box Spontaneous Emotional roller coaster Playful and fun-loving Risk-taker
Tend to think out loud Free and easy approach to time Skilled procrastinators Direct
when stating opinions.
The Dynamics of Behavioral Style

Because of the significant differences in the four behavioral styles, there are
conflicts that can naturally occur in daily interactions. Without the benefit of
understanding the different behaviors, frustration and anger can occur. This can happen
within the team or between team members and patients. The most obvious conflict occurs
with the styles that are diagonally opposite on the behavioral style model. For example, a
driving style person who wants people to get straight to the point without emotions can
become very irritated with an amiable style person who chats leisurely about family and
seems tentative in action. This may cause. The driving style person to become more
assertive and the amiable style person to experience emotional stress in response. The
expressive style person may come in the office full of ideas and excitement. The
analytical style wants to know the facts to support their ideas. The expressive style is met
with skepticism by the analytical style that chalks up their ideas as lacking in foundation

and overly emotional in tone. The key to making social styles meaningful in the office is
to modify own behavior to meet the needs of the other person. This doesn't mean giving
up oneself, but adjusting the manner of self-presentation to help the other person feel
comfortable with the person.
When the entire team strives to understand and communicate effectively with each
other, the entire climate of the office improves, staff is happier and productivity increases.
When others see that you are striving to communicate more effectively, you are likely to
receive greater endorsement by them. The purpose of behavior modification should
NEVER be for the purpose of manipulation, but for the purpose of increased
understanding.
Backup Style
People move from their normal style into a characteristic backup style in response
to excessive stress. Backup style is a response to excessive levels of stress. Excessive
stress, though, is uncomfortable, even dangerous. While backup behavior provides a way
of reliving some of a persons own stress, it usually generates stress in others. The switch
from normal to backup behavior is not a conscious choice. It just pops out of people,
automatically. In response to a stressful situation, a persons normal style-based behavior
becomes extreme. The person pushes his regular tendencies to the hilt. Backup behavior
is overkill. Expressive, who are usually socially engaging, attack. Drivers, who are
normally directive, become autocratic. Amiable, who are typically supportive and
cooperative, acquiesce. Analytical, who are usually quite and less emotional, avoid
participation and emotional involvement. In backup, people’s behavior becomes
inflexible. They respond not to what the interpersonal situation calls for but to the stress
they’re feeling, regardless of the wishes or feelings of others. Expressive in Backup:
Attacking Usually assertive and emotional people, expressive become more assertive and
emotionally unrestrained. Strong and abusive language Loud, shouting voice Emphatic,
belligerent gestures Angry personal attacks Drivers in Backup: Autocratic Drivers are
normally strong-willed, under stress they can become controlling They try to impose
their thoughts and plans They seem unbending, closed to other ideas They show a

steely glint of determination, but little else They may concentrate all their gestures into a
vigorously pointing index finger They may get loud and abrasive or they may use an
authoritatively quiet voice Amiables in Backup: Acquiescing Amiables like to be quiet,
friendly, and cooperative and to have minimum interpersonal tension When stressed,
amiables’ desire to avoid conflict and appease others goes overboard Everyone knows
when an expressive is in backup.
It doesn’t take long to know a driver is in backup An amiable slips into backup
unobtrusively Analyticals in Backup: Avoiding Analyticals also like to avoid
interpersonal tension – they are quiet, emotionally reserved and prefer to work alone
When stressed they avoid both emotional expression and interpersonal involvement If
emotional withdrawal doesn’t give the needed relief; analyticals can seek refuge in being
alone
Style Flex
Style Flex involves tailoring our behavior so the way we work fits better with the
other person’s style. Flexing one’s behavior is like a professional baseball player electing
to swing differently at a fastball, a slider and curve. Style flex is presenting your ideas in
ways that are comfortable to the other person. People often develop mistaken ideas about
style flex is. They sometimes equate it with manipulation or conformity. Style Flex is
adjusting a Few Behaviors Be aware when style differences are affecting working
relationships.
Adjust body language and the way we say things to match the other’s preferred
style – two, three or four things A limited number of behavior adjustments can create
major improvements Be willing to temporally adjust a few behaviors. Flex the style at
the beginning of a conversation to start out in sync. Relax the style, but then flex when
the others person’s stress starts to increase. o Flex when something important is at stake
o Flex when the other is stressed more than normal o Flex when the other is especially
rigid ANALYTICAL Analyticals Flexing to Drivers Pick up the pace o Move more
quickly than usual o Speak more rapidly o Address problems quickly o Be prepared to

decide quickly o Implement decisions as soon as possible o Respond promptly to
messages and requests o When writing, keep it short Demonstrate high energy o Lean
into the conversation o Use gestures to show your involvement in the conversation o
Increase the frequency and intensity of your eye contact o Increase your vocal intensity o
Move and speak more quickly Don’t get bogged down in details or theory o Concentrate
on high priority issues o Present the main points and skip all but the most essential details
o Don’t get sidetracked in theory or in recounting the history of the problem or solution
Say what you think o Speak up more often o Tell more; ask less o Make statements that
are definite rather than tentative o Eliminate gestures that suggest you lack confidence in
the point you are making o Voice your disagreements o Don’t gloss over problems Speak
in practical, results-oriented terms o Focus on the results of the action being discussed o
Emphasize that it’s a pragmatic approach Facilitate self-determination o Give the driver
as much freedom as possible in setting her own objectives o As far as practicable, let the
driver determine how to do projects and achieve objectives o When making
recommendations, offer a couple options for the driver o When presenting options,
provide a succinct factual summary o Don’t be a stickler for rules Analyticals Flexing to
Amiables Make genuine personal contact o Don’t seem aloof o When the situation
permits, be more casual and informal o At the outset, touch base personally o Disclose
something about yourself o Make the most for opportunities for conversations that are not
task-related Focus more on feelings o Look at the person you\’re conversing with o
Concentrate on the meaning of the person’s body language o Note how the other person
reacts o Demonstrate more feelings yourself Be supportive o Listen emphatically so the
amiable feels heard and understood o Express sincere appreciation for the amiable’s
contributions o Lend a helping hand Provide structure o Be sure the amiable’s job is
well defined and goals are clearly established o Help the amiable plan difficult projects
and design complex work processes o Reduce uncertainty o Demonstrate loyalty
Demonstrate interest in the human side o Invite amiables’ input on matters that affect
them o Discuss the effects of decisions on people and their morale o Provide an
opportunity for the amiable to talk with others before committing to a decision Don’t
overdue facts and logic o Edit out of your conversation any facts that aren’t absolutely
necessary to making your point o Don’t overdue the appeal to logic o Don’t be coercive
in your use of facts and logic o Show that other people support the idea you are advancing
o Note factors that minimize the risk Analyticals Flexing to Expressives Make personal
contact o Don’t seem aloof o Be more casual and informal than usual o At the outset,
touch base personally o Disclose something about yourself o Talks about what’s going on
with other people, too o Make the most for opportunities for conversations that are not
task-related Pick up the pace o Move more quickly than usual o Speak more rapidly o
Don’t over explain o Be prepared to decide quickly o Implement decisions as soon as
possible Focus more on feelings o Be aware of what the expressive is feeling o
Acknowledge the expressive’s feelings o Don’t overreact to the expressive’s highs and
lows o Show more feelings yourself o Demonstrate more enthusiasm o Don’t read too
much into the expressive’s volatile verbal attack Cooperate with the expressive’s
conversational spontaneity o Allow enough time for the conversation o Keep a balance
between flowing with an expressive’s digressions and getting back on track o Spend time
in mutual exploration o Be patient with overstatements o Be tactful in responding to
contradictions in what the expressive says Be open to the expressive’s fun-loving side o
Don’t get impatient if the expressive indulges in a few jokes o Be relaxed about certain
amounts of fooling around o Try to create a more pleasant atmosphere for your
conversation Give the expressive recognition o Show appreciation for the expressive’s
contribution o Let the expressive be in the spotlight Say what you think o Speak up more
often o Tell more; ask less o Make statements that are definite rather than tentative
Eliminate gestures that suggest you lack confidence in the point you are making o Voice
your disagreements o Don’t gloss over problems Communicate on the expressive’s
wavelength o Communicate face-to-face o Try to support the expressive’s vision o
Focus on the big picture o Don’t overdue facts and logic o Highlight recommendations of
others o Demonstrate concern about the human side o Recommend a particular course of
action o Provide incentives when possible Help expressive put their personal stamp on
what they do Empower expressives to do new things Don’t be a stickler for rules Be
willing to improvise when you can Cater to their physical restlessness. AMIABLE
Amiables Flexing to Analyticals Be more task-oriented o Be on time o Get right to
business o Be a bit more formal o Maintain a somewhat reserved demeanor Deemphasize
feelings o Decrease your eye contact o Limit your facial expressions o Limit your
gestures o Avoid touch 32

33 o Talk about what you think rather than about what you feel o Don’t upset
yourself over the analytical’s impersonal, unfeeling manner Be systematic o Set high
standards o Plan your work o Work your plan o Develop superior procedures o
Continually improve procedures o Be more rigorous in following established procedures
Be well organized, detailed, and factual o Be prepared o Have a well-organized
presentation o Go into considerable detail o Give a sound rationale for narrowing the
options o Mention the problems and disadvantages of the proposal you put forward o
Show why the approach you advocate is best o Provide accurate factual evidence o Stick
to business o Provide written support materials, and/or follow up in writing o Be prepared
to listen to more than you want to know Amiables Flexing to Expressives Pick up the
pace o Move more quickly than usual o Speak more rapidly o Address problems quickly
o Be prepared to decide quickly o Implement decisions as soon as possible o Respond
promptly to messages and requests o When writing, keep it short o Expect “hurry-up-and-
wait phenomenon
Demonstrate high energy o Maintain an erect posture o Use gestures to show

your involvement in the conversation o Increase the frequency and intensity of your eye
contact o Increase your vocal intensity o Move and speak more quickly Focus on the big
picture o Concentrate on high-priority issues o Present the main points and skip all but
the most essential details o Nevertheless, make sure the details are well attended to Say
what you think o Speak up more often o Tell more; ask less o Make statements that are
definite rather than tentative o Eliminate gestures that suggest you lack confidence in the
point you are making o Voice your disagreements o Recommend a course of action and
sell it with enthusiasm o Don’t gloss over problems Facilitate self-determination o Give
expressives as much freedom as possible to achieve their visions o As far as practicable,
let the expressive determine how to do projects and achieve objectives o Don’t be a
stickler for rules Amiables Flexing to Drivers Pick up the pace o Move more quickly
than usual o Speak more rapidly than is normal for you o Use time efficiently o Address
problems quickly

Be prepared to decide as soon as possible o Complete projects on schedule o

Respond promptly to messages and requests o When writing, keep it short Demonstrate
high energy o Maintain an erect posture o Use gestures to show your involvement in the
conversation o Increase the frequency and intensity of your eye contact o Increase your
vocal intensity o Move and speak more quickly Be more task-oriented o Be on time o
Get right to business o Be a bit more formal o Maintain a somewhat reserved demeanor
Deemphasize feelings o Limit your facial expressions o Limit your gestures o Avoid
touch o Talk about what you think rather than about what you feel o Don’t upset yourself
if the driver seems impersonal Be clear about your goals and plans o Engage in goal
setting o Set stretch goals o Plan your work Say what you think o Speak up more often o
Tell more; ask less o Make statements that are definite rather than tentative o Eliminate
gestures that suggest you lack confidence in the point you are making
Voice your disagreements o Don’t gloss over problems Cut to the chase o
Concentrate on high priority issues o Present the main points and skip all but the most
essential details o If in doubt, leave it out Be well organized, detailed, and factual o Be
prepared o Have a well-organized presentation o When making recommendations, offer
two options for the driver to choose from o Focus on results o Emphasize that you are
recommending pragmatic ways of doing things o Provide accurate factual evidence
DRIVERS Drivers Flexing to Expressives Make personal contact o Don’t seem aloof o
Be more casual and informal than usual o At the outset, touch base personally o Disclose
something about yourself o Talk about what’s going on with other people, too o Look for
opportunities for conversations that are not task-oriented Focus more on feelings o Be
aware of what the expressive is feeling o Acknowledge the expressive’s feelings o Don’t
overreact to the expressive’s highs and lows o Show more feelings yourself o
Demonstrate more enthusiasm o Don’t read too much into the expressive’s volatile verbal
attacks

37 Cooperate with the expressive’s conversational spontaneity o Allow enough
time for the conversation o Keep a balance between flowing with an expressive’s
digressions and getting back on track o Spend time in mutual exploration o Be patient
with overstatements o Be tactful in responding to contradictions in what the expressive
says Be open to the expressive’s fun-loving side o Don’t get impatient if the expressive
indulges in a few jokes o Be relaxed about certain amounts of fooling around o Try to
create a more pleasant atmosphere for your conversation Give the expressive recognition
o Show appreciation for the expressive’s contribution o Let the expressive be in the
spotlight Communicate on the expressive’s wavelength o Summarize face-to-face
communication in writing o Try to support the expressive’s vision o Steer clear of the
nitty-gritty o Don’t overdue facts and logic o Highlight recommendations of others o
Demonstrate concern about the human side o Recommend a particular course of action o
Provide incentives when possible Provide considerable freedom o Help expressives put
their personal stamp on what they do o Empower expressives to do new things o Be
willing to improvise when you can o Cater to their physical restlessness o Avoid power
struggles Drivers Flexing to Analyticals
Slow your pace o Talk slower o Don’t create unnecessarily tight deadlines o
When it comes to making decisions, don’t rush the analytical unnecessarily o Take time
to be more thorough Listen more, listen better o Talk less o Provide more and longer
pauses to make it easier for the analytical to get into the conversation o Invite analyticals
to speak o Reflect back to the speaker the gist of what you hear o Don’t interrupt o Don’t
finish the other person’s sentences Don’t come on too strong o Decrease the intensity of
your eye-contact o Don’t gesture too emphatically o Decrease you vocal intensity o Lean
back when you make a point o Phrase your ideas more provisionally o Be more
negotiable Communicate on the analytical’s wavelength o Be prepared o Go into
considerable detail o Give a sound rationale for narrowing the options o Mention the
problems and disadvantages of the proposal you put forward o Show why the approach
you advocate is best o Be accurate o Provide written support materials, and/or follow up
in writing o Be prepared to listen to more than you want to know Drivers Flexing to
Amiables Make genuine personal contact o Don’t seem aloof o At the outset, touch base
o Disclose something about yourself o Make the most for opportunities for conversations
that are not task-related Slow your pace o Talk slower o Don’t create unnecessarily tight
deadlines o When it comes to making decisions, don’t rush the amiable unnecessarily
Listen more, listen better o Talk less o Provide more and longer pauses to make it easier
for the analytical to get into the conversation o Invite amiables to speak o Reflect back to
the speaker the gist of what you hear o Don’t interrupt o Don’t finish the amiable’s
sentences Don’t come on too strong o Decrease the intensity of your eye-contact o Don’t
gesture too emphatically o Decrease you vocal intensity o Lean back when you make a
point o Phrase your ideas more provisionally o Be more negotiable Focus more on
feelings o Look at the person you\’re conversing with o Concentrate on the meaning of
the person’s body language o Note how the other person reacts o Demonstrate more
feelings yourself Be supportive
Listen emphatically so the amiable feels heard and understood o Express sincere
appreciation for the amiable’s contributions o Lend a helping hand o Provide structure o
Be sure the amiable’s job is well defined and goals are clearly established o Help the
amiable plan difficult projects and design complex work processes o Reduce uncertainty
o Demonstrate loyalty Demonstrate interest in the human side o Invite amiables input on
matters that affect them o Show that other people support the ideas you are advancing o
Discuss the effects of decisions on people and their morale o Provide an opportunity for
the amiable to talk with others before committing to a decision
EXPRESSIVES Expressives Flexing to Amiables Slow your pace o Talk slower

o Don’t create unnecessarily tight deadlines o When it comes to making decisions, don’t
rush the amiable unnecessarily Listen more, listen better o Talk less o Provide more and
longer pauses to make it easier for the analytical to get into the conversation o Invite
amiables to speak o Reflect back to the speaker the gist of what you hear o Don’t
interrupt o Don’t finish other people’s sentences Don’t come on too strong

41 o Decrease the intensity of your eye-contact o Restrain your gestures o
Decrease you vocal intensity o Lean back when you make a point o Phrase your ideas
more provisionally o Be more negotiable Be supportive o Listen emphatically so the
amiable feels heard and understood o Express sincere appreciation for the amiable’s
contributions o Lend a helping hand Expressives Flexing to Drivers Be more task-
oriented o Be on time o Get right to business o Be a bit more formal o Stick to business
Deemphasize feelings o Limit your facial expressions o Limit your gestures o Avoid
touch o Talk about what you think rather than about what you feel o Don’t upset yourself
over the analytical’s impersonal, unfeeling manner Plan your work and work your plan o
Be prepared o Have a well-organized presentation o When making recommendations,
offer two options for the driver o Focus on the results of the actions being discussed o Be
pragmatic o Provide accurate and factual evidence
Expressives Flexing to Drivers Be well organized in your communication o Be

prepared o Have a well-organized presentation o When making recommendations, offer
two options for the driver o Focus on the results of the actions being discussed o Be
pragmatic o Provide accurate factual evidence Avoid power struggles Expressives
Flexing to Analyticals Slow your pace o Talk slower o Don’t create unnecessarily tight
deadlines o When it comes to making decisions, don’t rush the analytical unnecessarily
Listen more, listen better o Talk less o Provide more and longer pauses to make it easier
for the analytical to get into the conversation o Invite analyticals to speak o Reflect back
to the speaker the gist of what you hear o Don’t interrupt o Don’t finish other people’s
sentences Don’t come on too strong o Decrease the intensity of your eye-contact o Limit
your gestures o Decrease you vocal intensity o Lean back when you make a point o
Phrase your ideas more provisionally o Be more negotiable
Be more task-oriented o Be on time o Get right to business o Be a bit more

formal Deemphasize feelings o Limit your facial expressions o Avoid touch o Talk
about what you think rather than about what you feel o Don’t upset yourself over the
analytical’s impersonal, unfeeling manner Deemphasize feelings o Limit your facial
expressions o Avoid touch o Talk about what you think rather than about what you feel o
Don’t upset yourself over the analytical’s impersonal, unfeeling manner Be systematic o
Set high standards o Plan your work o Develop superior procedures o Continually
improve procedures o Be more rigorous in following established procedures Be well
organized, detailed, and factual o Be prepared o Have a well-organized presentation o
Go into considerable detail o Give a sound rationale for narrowing the options o Mention
the problems and disadvantages of the proposal you put forward o Show why the
approach you advocate is best o Provide accurate factual evidence o Stick to business o
Provide written support materials, and/or follow up in writing o Be prepared to listen to
more than you want to know
What's your style?

Here's a systematic way to figure out an individuals style. For each statement,
simply circle the letter that better describes how you think others see you. (Remember:
Your style is how others see you, not how you see yourself.) Each statement has the
comparative word "more" or "less" that, for this evaluation, means more or less than half
the population. 1. a. b. 2. c. d. 3. a. b. 4. c. d. 5. a. b. 6. c. d. 7. a. b. 8. c. More likely to
lean back when making a point More likely to stand straight or lean forward when
making a point Use hands less when you talk Use hands more when you talk Show less
energy Show more energy Control body movement more Control body movement less
Make less forceful gestures Make more forceful gestures Show less facial expression
Show more facial expression Speak more softly Speak less softly Seem to be more
serious
d. 9. a. b. 10. c. d. 11. a. b. 12. c. d. 13. a. b. 14. c. d. 15. a. b. 16. c. d. 17. a. b. 18.

c. Seem to be less serious More likely to ask questions More likely to make statements
Less inflection in voice More inflection in voice Less likely to push for action More
likely to push for action Less likely to show feelings More likely to show feelings More
hesitant when making a point Less hesitant when making a point In conversation, put
more emphasis on tasks In conversation, put more emphasis on people Fix problem
situations more slowly Fix problem situations more quickly More likely to depend on
facts and logic More likely to depend on feelings and points of view Slower-paced Faster-
paced Less likely to use small-talk or use anecdotes
More likely to use small-talk or use anecdotes

What's the score?
If you answered "a" most of the time, then your dominant style is Analytical. If
you answered "b" most of the time, then your dominant style is Driver. If you answered
"c" most of the time, then your dominant style is Amiable. If you answered "d" most of
the time, then your dominant style is Expressive. . And remember: No style is bad; it's
simply unlike the others
CHAPTER 2

REVIEW OF LITERATURE LEADING TO INDENTIFICATION OF
RESEARCH GAP
Title: What's Your Work Style? Know Thyself to Know Others Author: David
DeJean
Know thyself. It's some of the oldest advice in the world and still some of the best.
Knowing what you can do, what you like to do and how you like to do it is the starting
point for finding the right spot for yourself. Understanding how your personality and
work style affect you can lead you to an understanding of personalities and work styles,
making you a more effective manager. Knowing your own work style and having a
vocabulary for thinking and talking about work styles is important. The most widely used
tool for identifying your personality type and working style is the Myers-Briggs Type
Indicator. The MBTI was developed by Katherine Briggs and her daughter, Isabel Briggs
Myers. They based their work on the theories of Carl Gustav Jung, a Swiss psychologist.
In its classical form, the MBTI is a paper-and-pencil exercise that takes about half an hour
to complete and must be evaluated by a qualified facilitator. "It's not a test," stresses Bob
McAlpine. "It's an indicator, a wonderful tool for helping people understand who they are
and identifying their primary sources of energy." McAlpine is president of Type
Resources, a Louisville company that qualifies people to administer the MBTI and similar
instruments. McAlpine's knowledge of the MBTI and the supporting research is deep, and
his patience in explaining the theory and practice of personality typing is endless. "Jung's
theory identified eight types of mental process," he says. "Each of us can use them all, but
there are those we prefer. If we see other people using those we don't like,
we say they're weird. Myers-Briggs lets us say they're not weird, they're just
different. Then we can begin to figure out how we can work with them with respect."
Personality type affects all our interactions with others. "In business, senior managers
may not be comfortable talking about values," McAlpine says. "But if I'm a CEO and I
have difficulty telling you what's important to me, how can you be equipped to make the
best decisions -- decisions I'd be most comfortable with? Or how about a board of
directors that has decided the CEO has to go. What brought that about? I wonder how
much of it we could bring right back to typology. Turnover rates, retention issues -
- it might be interesting what organizations might find if they could explore what's here."

Type -- if we know how to decode it -- gives us a model, he says, for how we might
expect a person to prefer to use those different mental processes. "It's not pigeonholing,"
says McAlpine. "It would be unethical for me to give you the MBTI and then say you
prefer these processes so you should do this or that. But you can look at the results and
say, 'Yeah, this really fits,' or 'No, this isn't exactly me.'"
Work Styles
"Any person can be successful at any job," says McAlpine, "yet some people are
more comfortable -- have a more positive experience -- at one job than another. If we
look at the mental processes used in the job and the processes preferred by the person,
there's a high correlation. We're not talking skill, but if interests match requirements,
people are more successful." The Myers-Briggs methodology outlines eight types of
mental processes that provide a foundation for a personal work style. If you understand
Myers-Briggs, you can use your knowledge to identify this process language, and respond
in that process, according to McAlpine. "If we're communicating using one process, we
can even move to another process and continue to communicate. But I've got to be careful
if I try to move you, because I might pull you out of your comfort zone. There's an energy
flow. If I'm in my comfort zone, I'm gaining energy, but if not, I'm losing energy."
This can be applied to all kinds of communication, says McAlpine -- job

interviews, building teams, training situations. "When I go for an interview, if I know the
language that will be expected, I can prepare myself," he says. "When I'm coaching with a
subordinate, what language is appropriate? What's my preference? Do I need to shift my
language and approach to be more effective? If I'm a CEO going into a meeting, what am
I attempting to convey, who am I speaking to, what's the appropriate language?" This
means using Myers-Briggs types flexibly, he points out -- to consciously choose to work
within particular processes to match needs, not to say, "I am me, therefore I speak this
way." If you're working with a team, you need to be prepared to deal with all the
associated emotions and resistance that gets so close to who we are. "The same thing
applies to strategic planning," he says. "t a certain place in the planning process; we need
to pull more from some processes than others.

We need to understand that some are easier for us to access than others, that what
comes from some processes may be easier to share with others, and from other processes
more difficult." For individuals, he says, what's most important is using your knowledge
of your own preferred processes and alternatives so that you take a more holistic approach
and you reach a better decision.
Career Styles
Myers-Briggs can be very useful in considering career and job changes. McAlpine
points out that most of us have had jobs that are a bad fit. If we had been equipped to
analyze the situation going in, we might have been able to say, "It's a great job, but there
are things we don't align on, and it's not who I am." But there is danger, he says, in
treating what we know about our personality type as a given, fixed and unalterable. We
change and develop, he says, and we must recognize that in ourselves as well. "Jung
identified these processes and said life is about learning to use all of them, about moving
toward wholeness," says McAlpine.
McAlpine stresses that people do change. We can learn other processes, just as we
learn other languages, and become comfortable in them. And our understanding can help
smooth the transitions: "From a holistic perspective, people might find as they reach
midcareer that they want to move to other things. They find that typology gives them a
tremendous opportunity to understand what's going on as they see their interest shift."
Title: Social Style/Management Style Author: Robert Bolton, Dorothy Grover

Bolton The key to making your "social style" work for you in a professional environment.
What is social style, and how can you make it work for you in a business
situation? Your success at any management level depends largely on your ability to deal
with other people. In this business-oriented approach to interpersonal relationships,
management experts Robert Bolton and Dorothy Grover Bolton show you how to assess
various behavior patterns and how to use that knowledge to capitalize on your strengths,
minimize your weaknesses, and get the results you want from others.

Are you predominantly an Amiable, an Analytical, an Expressive, or a Driver?

Nearly everyone, according to Boltons’ extensive research, uses on of the four basic
social styles more often than the others. No style is better than any other, but each does
bring with it a unique pattern of strengths and weaknesses. This book shows you not only
how to recognize your particular style but also how to use that knowledge to manage
others more effectively, set appropriate life goals and career paths, plan a sound self-
improvement plan, increase your creativity, and more. Te best managers, claim the
Boltons, excel at being what they are rather than at trying to be what they are not. If you
feel that your effectiveness at work could be increased by better interpersonal skills but
are tired of theories that want you to overhaul yourself to fit some uncomfortable,
impersonal "management style," then let Social Style/Management Style improve your
dealings with others and still let you be yourself.
Title: Your Counter-Authority, Lone-Gun Attitude Author: Carla King, December

16, 2003
Find out how you're hardwired and how to communicate with radically differing
systems Did you know that experts have concluded that there are 16 basic types of
people? Guess what? You -- the software developer -- differ radically from the end users
you serve and the business people you work for. Read on to discover how people are
hardwired to process information and make decisions. Find out how others think, how to
approach them, and what kind of information you need to give them so they can say yes
to your ideas.
The lone gun IT pro and how People have been using scientific and business
copes Using style assessments to get what you want Technologists leadership dilemma
and psychological personality typing for at least 4000 years, beginning with a system
called the Enneagram, which is thought by some to have roots in the sacred geometry the
of the Pythagoreans, moving through time to Plato, to esoteric Judaism, and Islamic Sufi
Putting yourself in the matrix: four temperaments, based on the four resources for
awareness elements and believed to be responsible for different types of behavior. For a
traditions. In ancient Greece,

Do gender and culture matter? Hippocrates (460-377 BC) first determined

fascinating introduction to these methods, start with our short article Personality
Assessments: 4000 Years of Study.
The lone gun IT pro and how business copes

"IT folks tend to be counter-authority, lone-gun types. Team cohesion and esprit
de corps? Trying to instill that kind of mindset in a team of tech people is an uphill
challenge for IT managers," says Hile Rutledge, Managing Partner for Otto Kroger,
Associates, a prominent organization consultation and training firm. In addition, technical
people are often introverted, objective, focused on the present, and make logical decisions
based on objective analysis of concrete information. Businesspeople and end users
(maybe even your manager) are likely to be extroverts who pride themselves on gut-level
"intuitive" decision making, focus on the future, and value flexibility and spontaneity. In
a perfect world, each type would understand the other and value their different
approaches. You would live in a world of creativity and innovation, developing products
and solutions that end users couldn't wait to buy. Each person would be responsible for
tasks that matched their natural abilities, and technological and business goals would be
met effortlessly. This doesn't happen by itself, which is why the Organization
Development (OD) field is a multi-billion dollar business. OD attempts to create these
perfect worlds in industry, government, and society, and encompasses everything from
long-term organizational strategy and hiring practices to conflict resolution in small
teams. OD professionals use assessment tools as a key starting point for discussion, as
they identify people's different cognitive processes, behavior tendencies, and emotional
needs. ______________________________ An estimated 20% of management time is
spent dealing with interpersonal conflict issues, and around 30% percent of employee
downtime is due to relationship and communication difficulties with co-workers and
supervisors. _______________________________ More than four million people took
the Myers-Briggs Type Indicator[tm] assessment last year alone. Why? Because an
estimated 20% of management time is spent dealing with interpersonal conflict issues,
and around 30% percent of employee downtime is due to relationship and communication
difficulties with co-workers and supervisors.

A lot of these problems can be solved just by understanding that others may not
process information in the same way you do, and learning how to communicate with
them. Once you learn how to give others information they want, then you can get them to
do what you want... or at least understand why they won't.
Using style assessments to get what you want

If you've ever left a meeting astounded that your idea wasn't accepted, your
project didn't get approved, or your arguments were discounted, you probably thought the
team wasn't very intelligent or there was a hidden agenda. Actually, you may not have
given them all the information they needed to make a decision. Sure, you presented
logical, well-researched facts that -- to you -- made absolute sense. Perhaps one decision
maker needed to know how people in the company would be affected by your project.
Perhaps another would have been swayed by the exciting, cutting edge aura the project
would give to the company. Once you identify someone's style, you can tailor your
arguments to include the type of information that person values, and easily give them the
information they need to say yes. The little exercise that follows might make all the
difference in whether you get funding for your next project, successfully negotiate a new
fence between you and your neighbor, or convince your spouse to agree to an adventure
to Machu Piccu instead of buying a new car. Spend a few minutes with the styles
assessment below to get an idea about what different people might need. (This popular
assessment method may be called personal styles, people styles, or social styles,
depending on the company administering it.)
It's helpful to print a few copies of the checklist below and identify the
characteristics that describe you, your boss, your spouse, your co-workers...whoever you
need to communicate with. Once you've determined your own primary and secondary
style, check off the other person's characteristics. Then compare the kinds of information
they need to make decisions against the kinds of information you need and give, using the
summary that follows. Analysts need facts, figures and data. For analysts, present the
message in an orderly fashion, back it up with documentation, and be prepared to give
them a chance to examine the proposal carefully.

Amiables need to know the human dimensions of the situation. They'll want to
know how others may feel about the matter, who else will be involved in it, and what past
experiences in similar situations have been. Expressives must know what's new, exciting,
and innovative about your proposal that makes it worthwhile to pursue. Drivers need
solution scenarios and implementation methods to make a decision. Make sure to include
the 'what are we going to do?' and 'how soon can we do it?' information in your proposal.
The process of identifying someone as a type creates a great risk of limiting diversity and
inclusiveness. Allen favors the Myers-Briggs method of assessment over simple tools like
Personal Styles and DISC because "they all have their value, the Myers-Briggs is just
complex enough to be difficult for the everyday manager to start labeling people with it."
______________________________ Don't worry, there's no need to overhaul your
personality, even if that were possible. ______________________________
Do gender and culture matter?
When asked if gender and culture considerations have been built into the
instruments, Glenn Allen agrees with many other professionals in saying "no..." and also,
"yes." The Myers-Briggs, for example, shows more women making decisions based on
subjective evaluations of person-centered concerns, and more men making decisions on
logic and objective analysis of cause and effect. More women come out on the the feeling
side and more men on the thinking side of the thinking/feeling equation. The issue of
culture is perhaps more complex. Do these assessments consider the different styles of
people from San Francisco and Stockholm, Bombay and Sao Paolo? What styles are
considered more desirable than others? Corporations can evolve their own cultures, too,
so how does a new employee fit in?
Putting yourself in the matrix: resources for awareness

Two popular assessment methods are the Myers-Briggs and Keirsey Temperament
Sorter, both of which pinpoint 16 personality types and 16 temperaments, respectively.
They are often used together, and can be self-administered, though they're complex
enough to benefit from professional guidance, especially if group-work is involved.
See the short description of assessment testing for greater understanding of these
methods. Below, in alphabetical order, is more information on assessment methods you
might consider, consulting firms, and further reading: DISC William Moulton Marston, a
psychologist at Harvard University, was the first to define these styles in his book The
Emotions of Normal People, in 1926, and the method is still being evolved today. (Back
then most behavior work was being done to explain the actions of the criminally insane.)
Marston's four categories of human behavior response are (D) Dominance, (I)
Influencing, (S) Steadiness, and (C) Compliance. For a thoughtful history and description
of DISC visit the Understanding DISC Web site, and search the Web for information on
the of many companies who administer this assessment.
Enneagram The Enneagram Institute Web site is the virtual home of two leading
teachers and developers of the Enneagram system, Don Richard Riso and Russ Hudson.
The site includes short descriptions of each of the Enneagram Types and how they relate
to each other, and provides links to their books on the same topic. Jerome P. Wagner,
Ph.D., author of The Enneagram Spectrum of Personality Styles has written a short,
interesting history of the Enneagram. You can take a free Enneagram personality
assessment on the Enneagram Institute Web site. If you want to really explore the
Enneagram, a good start is the third edition book Discovering Your Personality Type by
Don Richard Risso and Russ Hudson. Keirsey Temperament Sorter Temperament is a set
of inclinations that each of us is born with; a predisposition to certain attitudes and
actions. This is the Web site of AdvisorTeam, a company who licenses the assessment
and sells books and booklets that help you to understand the method. As with the Myers-
Briggs, there are many licensed consultants who can administer this test alone or in
combination with other assessments like the MyersBriggs. You can take a free, short
assessment online at this site. Myers-Briggs Type Indicator[tm] (MBTI[tm]) CPP, Inc.
licenses and provides products (like books and assessment guides) and services related to
this and various other personality assessments.
A Web search will turn up many professionals who are licensed to administer
MBTI[tm] alone or in conjunction with other tests such as the Keirsey or the FIRO-
B[tm]. Otto Kroger Associates OKA is a well-respected organization development firm
with associates all over the country.
Headed by Otto Kroger, OKA sells consulting services, software, and popular
books about type. Personal Styles By D.W. Merril and R.H. Reid: Personal Styles and
Effective Performance: make your style work for you. This site is the source of the
Personal Styles characteristics referred to in the section Using style assessments to get
what you want, above. Visit the site for more information on this topic, including how
each type may be positively and negatively perceived by others. The same method might
be called "People Styles" or "Social Styles," depending on the company administering it.
Ridge Associates Ridge's trainers work with hi-tech firms on conflict management, and
understanding and managing behavioral differences. The system they use is People Styles
(also known as Personal Styles or Social Styles). Their founders are the authors of People
Styles At Work, a good, practical guide to understanding styles. Other Personality
Assessments Register at the Morgan Training Prework Home site and spend for free
online DISC personality, Decision-Making Style, Human Relations, VAK
Communication Style assessments.

CHAPTER - 3
PROBLEM STATEMENT
An employee’s style is his or her pattern of assertive and response behavior. The
pattern is useful in predicting how the employee prefers to work with others. The key is
how to identify people styles at work in terms of Analytical, Driver, Amiable and
Expressive styles.
CHAPTER 4
RESEARCH GAP
The study is useful for Professionals who are facing people problems in their jobs,
which affect the morale and productivity. People problems are the toughest to solve.
People problems in many company is the outcome of people styles at work. It is
therefore, significant to understand the people styles at work from the behavioral angle.
There is thus a vital gap in the current research. This has prompted us to take up this
research investigation
CHAPTER 5
RESEARCH OBJECTIVES
To find the common ground with employees To identify the employees’ styles at
work in terms of level of assertiveness and level of responsiveness To identify the “back
up style” To analyze the concept of “style flex” in adjusting the patterns of employee
behavior
CHAPTER 6
RESEARCH METHODOLOGY
TYPE OF RESEARCH The research is qualitative in nature. The study is based
on data collected through structured questionnaire from the respondents.
RESEARCH METHOD The method adopted in this research is survey method.

TYPE OF DATA Primary Data o Questionnaire o Interview Secondary Data o

Books o Journal o Internet o Other sources. DATA GATHERING PROCEDURE Data
for the study was obtained by extensive use of Internet and communicating with various
professionals.
RESEARCH TECHNIQUE The research technique used is structured
questionnaire, which was distributed to professionals at various hierarchical levels in the
industry.
SAMPLING PROFILE The sampling profile selected for the research is highly
educated, in the middle management category
SAMPLE SIZE Sample size selected for the study is 50 IT professionals in the
city of Bangalore @ (10 IT professionals with around 5 years of experience in each IT
company totaling 5 companies).
SAMPLING TECHNIQUE Stratified Random Sampling There may often be

factors which divide up the population into sub population (various groups/ strata) and we
may expect the interest to vary among the population. This has to be accounted when we
select a sample from the population in order to obtain a sample that is representative of
the population and this is obtained by stratified random sampling.
This technique is generally used when the population is heterogeneous or

dissimilar, where certain homogenous or similar groups/ strata can be isolated.
CHAPTER 7
RESEARCH LIMITATIONS
The research investigation is proposed to be restricted to one corporate enterprise
in Bangalore city; the problem of generalizations becomes obvious. Besides there can be
a bias/prejudice exhibited by the respondents. Nevertheless, we could gain an insight into
the research topic through meticulous cross checking of data with all available data. Time
and resource constraints

CHAPTER 8
DATA ANALYSIS AND INTERPRETATION

1 THINKING STYLES
Table 1: GENERATES NEW IDEAS
0%
Never Not Often 43% Not Applicable Usually Always 0% Ambiguous 57%
Source: field investigation
INTERPRETATION 57% of the respondents accepted that they usually generate

ideas for the organization. 43% of the respondents always generate ideas for the
organization. Table 2: TRIES TO COME UP WITH SOLUTIONS TO PROBLEMS
THAT MIGHT ARISE.
0%
Never Not Often Not Applicable 57% Usually Always Ambigous
43%
INTERPRETATION 43% of the respondents usually try to solve problems that

might arise and 65

66 57% always comes forth to solve the problems. Table 3: FOCUSES ON
FINISHING OR CLOSING THE TASK AT HANDRATHER THAN PLANNING ON
HOW TO DO SO
0% 29%
Never Not Often Not Applicable Usually 71% Always Ambigous
0%
INTERPRETATION 71% of the respondents responded not applicable and 29%

of the respondents responded that they always focus on finishing the task rather than
planning on how to do so. Table 4: IS OPEN TO NEW IDEAS, CREATIVE
SOLUTIONS GENERATED BY THE SUBORDINATES
0%
Never Not Often 43% Not Applicable Usually Always Ambigous
57%
INTERPRETATION 57% of the respondents always encourage subordinates to

express ideas and creative solutions and
66

67 43% of the respondents responded that they usually do so. Table 5: IS ABLE
TO FORECAST A POSSIBLE SITUATION THAT CAN ARISE
0%
Never Not Often Not Applicable 57% Usually Always Ambigous
43%
INTERPRETATION 57% of the respondents are usually able to forecast a

situation that can arise and 43% of the respondents are always able to foresee a possible
situation. Table 6: THINKS OF WAYS TO UTILISE PERSONS WITH
COMPLIMENTARY GOALS SO AS TO ARRIVE AT ‘WIN-WIN’

SOLUTIONS
16%
0%
21% 0%
Never Not Often Not Applicable Usually Always Ambigous
63%
INTERPRETATION 63% say that they usually utilize persons to arrive at ‘win-
win’ solutions. 21% say that not often wills to utilize persons to arrive at ‘win-win’
solutions. 16% say that they always try to utilize persons to arrive at ‘win-win’ solutions.
67

68
9.1.2 COMMUNICATION STYLES

Table 7: SHARES INFORMATION ABOUT COMPANY, POLICIES,
BUSINESS AND FUTURE DIRECTION ONLY TO A FEW ‘FAVOURITE’
SUBORDINATES
0% 29%
14%
14%
43%
INTERPRETATION 43% say they do not often share information about

company, policies, business and further direction to their subordinates. 29% say they
usually do share the information 14% say they never share information regarding
company, policies, business and further direction to the subordinates. 14% say not
applicable. Table 8: FORCES HIS/HER VIEWS TO BE ACCEPTED BY THE USE OF
POSITION POWER
0% 0% Never Not Often Not Applicable Usually 72% Always Ambigous
14% 0% 14%
INTERPRETATION 72% say that they never force his /her opinion to be
accepted. 14% say that they usually use their position power 68

69 14% say that they do not often do so. Table 9: PROVIDES SPACE FOR
SUBORDINATES TO EXPRESS HIMSELF/HERSELF
0%
57%
INTERPRETATION 57% say they always allow subordinates to express him/her.

43% say they usually provide space for the subordinates to express himself/herself. Table
10: JUMPS FROM ONE TOPIC TO ANOTHER DURING
INTERACTIONS
14% 0%
0% 29%
Never Not Often Not Applicable Usually Always
57%
Ambigous
INTERPRETATION 57% say that they do not often jump from one topic to
another during interactions 29% say that they never jump from one topic to another
during interactions 14% say that they usually jump from one topic to another during
interactions
69

70 Table 11: STYLE OF COMMUNICATION DEPENDS ON HIS/HER MOOD
14%
0% 29%
Never Not Often Not Applicable 0% 0% Usually Always Ambigous
57%
INTERPRETATION 57% of the respondents agreed that their style of

communication usually depends on their mood. 29% of the respondents agreed that their
style of communication never depends on their mood. 14% of the respondents agreed that
their style of communication always depends on their mood. Table 12: IS ABLE TO
AGREE AT A DISAGREEMENT
0% 29% 42%
0%
29%
Ambigous
INTERPRETATION 42% say they usually able to agree to a disagreement 29%

say they never able to agree to a disagreement 29% say they always able to agree to a
disagreement
70

71 Table 13: CONSTANTLY REMINDS SUBORDINATE ABOUT HIS/HER
EXPERIENCE LEVELS AND POSITION SO AS TO ENSURE CONFORMITY
14% 0% 14% 0% 0% 72%
INTERPRETATION 72% say that they never remind their subordinates about
their experience level and position to ensure conformity. 14% say that they usually
remind their subordinates about their experience level and position to ensure conformity.
14% say ambiguous.
71

72
9.1.3 DECISION MAKING STYLE

Table 14: POSTPONES DECISION MAKING UNTIL ABSOLUTELY
INEVITABLE
17% 0% 50% 33% 0% 0%

INTERPRETATION 50% say that they never postpone the decisions that are
evitable. 33% say that they usually postpone the decisions that are evitable. 17% say
ambiguous. Table 15: NEVER FOLLOWS UP ON A DECISION TO OBSERVE ITS
EFFECT
17% 0% 0% 50% 33% 0% Never Not Often Not Applicable Usually Always
Ambigous
INTERPRETATION 50% say that they never follow up the effects on a decision
made. 33% say that they do not often follow up the effects on a decision made. 17% say
that they always follow up the effects on a decision made.
72

73 Table 16: OPEN TO REVERSE A PREVIOUS DECISION IF MERITTED
0% 34% 33%
Never Not Often Not Applicable Usually 0% Always Ambigous 0%
33%
INTERPRETATION 34% say that they are always open to reverse the previous
decisions made. 33% say that they are never open to reverse the previous decisions made.
33% say that they are usually open to reverse the previous decisions made. Table 17:
TENDS TO TAKE DECISION THAT ARE ‘PEOPLE ORIENTED’ RATHER THAN
‘COMPANY ORIENTED’
0% 34% 33%
Never Not Often Not Applicable Usually
0% 0% 33%
Always Ambigous
INTERPRETATION 34% say they always take decisions that are people-oriented.
33% say they do not often take decisions that are people-oriented. 33% say they never
take decisions that are people-oriented. Table 18: OFTEN MISSES OUT ON THE
IMMEDIATE NECESSITY IN INTERESTS OF A LARGER PERSPECTIVE WHILE
TAKING DECISIONS LEADING TO PROBLEMS
73

74
Never 33% 50% 0% 17% Not Often Not Applicable Usually Always Ambigous
INTERPRETATION 50% say that never often misses out on the immediate
necessity in interests of a larger perspective while taking decisions leading to problems.
33% are ambiguous. 17% say that they do not often misses out on the immediate
necessity in interests of a larger perspective while taking decisions leading to problems.
Table 19: WAITS FOR THE BOSS TO TAKE DECISIONS
0% 33%
17%
0% 50%
Always Ambigous
Source: field investigation INTERPRETATION 50% of the respondents say that

they do not often wait for the boss to take decisions. 33% of the respondents do usually
waits for the boss to take further decisions. 17% of the respondents always wait for the
opinion of the boss to take decisions.
74

75 Table 20: CALLS FOR THE OFFICIAL MEETING BEFORE TAKING ANY
DECISION
0% 33%
17%
33% 17%
Always Ambigous
Source: field investigation INTERPRETATION 33% of the respondents say, they

do not often call for an official meeting. 33% of the respondents say, they usually call for
an official meeting. 17% of the respondents say, they always call for an official meeting.
17% of the respondents say, they never call for an official meeting. Table 21: EXPECTS
SUBORDINATES TO CONSULT BEFORE TAKING ANY DECISIONS
0% 0% 33% 50% Never Not Often Not Applicable Usually Always 17% 0%
Ambigous
Source: field investigation INTERPRETATION 50% do not often expect

subordinates to consult them before taking decisions. 33% always expect subordinates to
consult them before taking decisions. 17% usually expect subordinates to consult them
before taking decisions.
75

76
9.1.4 BOSS-SUBORDINATE INTERACTION STYLE

Table 22: INSPIRES HIGH ENERGY AMONG SUBORDIATES
0% 33%
17%
50%
Ambigous
Source: field investigation INTERPRETATION 50% usually shows positive

energy among subordinates 33% always shows positive energy among subordinates. 17%
are not applicable.
Table 23: UNAPPROACHABLE
16% 0% 17%
0%
17%
Source: field investigation INTERPRETATION 50% are never unapproachable.

17% are not often unapproachable. 17% are not applicable. 16% are always
unapproachable.

76

77 Table 24: USUALLY LIKES TO SEE SUBORDINATES BUSY
(INVENTING ACTIVITES JUST TO KEEP THEM BUSY)
17% 0% 17% 0%
16%
50%
Ambigous
Source: field investigation INTERPRETATION 50% do not often suppress

pressure on the subordinate. 17% are ambiguous. 17% usually suppress pressure on the
subordinate. 16% never suppress pressure on the subordinate. Table 25: TENDS TO DO
THINGS BY HIMSELF/HERSELF SO AS TO DO IT ‘RIGHT’
0%
17%
Never Not Often Not Applicable
17% 66%
Usually Always Ambigous
Source: field investigation INTERPRETATION 66% usually does thing by

himself/herself. 17% do not often do things by him/her. 17% are not applicable. Table 26:
ONE CAN LEARN SOMETHING BY WORKING WITH HIM/HER
77

78
17%
0%
Never Not Often Not Applicable Usually Always 83% Ambigous
Source: field investigation INTERPRETATION 83% usually learn by working

with him/her. 17% always learn by working with him/her. Table 27: USUALLY LIKES
OTHERS TO TREAT HIM/HER WITH RESPECT, ADMIRATION AND PERSONAL
LOYALTY AND RECIPROCATES THE SAME
0% 0% 33% 50% Never Not Often Not Applicable Usually Always 17% 0%
Ambigous
Source: field investigation INTERPRETATION 50% do not often care about how
he/she would like to be treated by others. 33% always likes others to treat him/her with
respect, admiration, personal loyalty and reciprocates the same. 17% usually likes others
to treat him/her with respect, admiration, personal loyalty and reciprocates the same.
78

79 Table 28: TENDS TO TREAT SUBORDIANTES AS LESS IMPORTANT
OR LESS SIGNIFICANT PEOPLE. PERFERS TO GO BY DESIGNATION AND
STATUS
0%
100%
Source: field investigation INTERPRETATION 100% never treats subordinates

according to their position or designation. They prefer to treat them equally. Table 29:
ALLOWS SUBORDINATE TO MAKE MISTAKES AND IS SUPPORTIVE TO
RECTIFY
17%
0%
17% 0%
33%
33%
Always Ambigous
Source: field investigation INTERPRETATION 33% are always willing to allow

subordinates to make mistakes and rectify them. 33% are usually willing to allow
subordinates to make mistakes and rectify them. 17% do not often allow subordinates to
make mistakes and rectify them. 17% are ambiguous.
79

80
9.1.5 EMOTIONAL EXPRESSIVENESS

Table 30: TEND TO RELEASE PENT UP STRESS ON SUBORDINATES
17% 0%
0%
Never Not Often Not Applicable Usually Always 83% Ambigous
Source: field investigation INTERPRETATION 83% never shows their pent up

stress on subordinate. 17% always shows their pent up stress on subordinate Table 31: IS
ABLE TO SPREAD POSITIVE EMOTIONS AMONG
SUBORDIANTES
17% 17% 0% 0% 0% Never Not Often Not Applicable Usually Always 66%
Ambigous
Source: field investigation INTERPRETATION 66% usually spreads high energy

levels among subordinates. 17% never spreads high energy levels among subordinates.
17% always spreads high energy levels among subordinates. Table 32: EASILY UPSET
BY CRITICISM
80

81
17% 0%
0%
17%
66%
Source: field investigation INTERPRETATION 66% do not often become upset

by criticism. 17% usually become upset by criticism. 17% never become upset by
criticism. Table 33: PROVIDES SUPPORT TO SUBORDIANTES WHEN REQUIRED
PROACTIVELY
0% 33%
67%
Always Ambigous
Source: field investigation INTERPRETATION 67% always stands up to provide

support to subordinates. 33% usually stands up to provide support to subordinates. Table
34: TAKES TIME TO CONVEY HIS/HER FEELINGS OR EMOTIONS
81

82
17% 0%
0% 33%
Never Not Often Not Applicable Usually 0% Always Ambigous
50%
source: field investigation INTERPRETATION 50% usually conveys their

emotions. 33% do not often like to show their emotions. 17% are ambiguous. Table 35:
USUALLY CALM, NOT DISTRUBED BY PRESSURE
0%
17% 0%
83%
Ambigous
Source: field investigation INTERPRETATION 83% are usually calm and not
disturbed by stress and pressure. 17% are not that often calm and tend to get disturbed by
pressure.
82

83
9.1.6 COLLEAGUE DELIGHT

Table 36: IS DEPENDABLE FOR SUBORDIANTES
Ambigous
Source: field investigation INTERPRETATION 66% are usually dependable to

subordinates. 17% are always dependable to subordinates. 17% are never dependable to
subordinates. Table 37: GENERALLY TRUSTWORTHY
0%
50%
50%
Source: field investigation INTERPRETATION 50% are always and usually

trustworthy to the colleagues. Table 38: IS COMFORTABLE WITH REGULAR TASKS
AS REQUIRED BY HIS/HER POSITION
83

84
17%
0%
Never Not Often Not Applicable
17% 66%
Usually Always Ambigous
Source: field investigation INTERPRETATION 66% are usually comfortable with

their regular tasks. 17% are always comfortable with their regular tasks. 17% are
ambiguous. Table 39: HESTITATES TO WORK IN A TEAMSETTINGS WITH THE
SUBORDINATES
17% 0% 50% 33%
INTERPRETATION 50% never hesitates to work in a team along with

subordinates. 33% not often hesitates to work in a team along with subordinates. 17% are
ambiguous. Table 40: IS FINE WITH INFORMAL SETTINGS
84

85
17%
0%
33%
Source: field investigation INTERPRETATION 50% are usually happy to be

involved in informal settings. 33% are always happy to be involved in informal settings.
17% are ambiguous. Table 41: CANNOT KEEP A SECRET/CONFIDENTIAL
INFORMATION
Ambigous
Source: field investigation INTERPRETATION 50% do not often keep

confidential information to themselves. 33% can never keep confidential information to
themselves. 17% cannot usually keep confidential information to themselves.
85

86
Table 42: TENDS TO DELEGATE REPETITIVE WORK AND KEEP THE

INTERESTING WORK TO HIMSELF/HERSELF
0% 33%
67%
Always Ambigous
Source: field investigation INTERPRETATION 67% do not often keep interesting

work to themselves while delegates monotonous work to others. 33% never keep
interesting work to themselves while delegates monotonous work to others.
86

87
9.1.7 EXECUTION STYLE

Table 43: IS SENSITIVE TO THE VALUE OF TIME
0%
17%
83%
Ambigous
Source: field investigation INTERPRETATION 83% are always time conscious.

17% are usually time conscious. Table 44: DELIVERS RESULTS FOR THE
COMMITMENTS MADE
0%
17%
83%
Ambigous
Source: field investigation INTERPRETATION 83% are always committed to the

work and delivers result. 17% are usually committed to the work and delivers result Table
45: OVER-PROMISES, UNDER-DELIVERS

87

88
Ambigous
Source: field investigation INTERPRETATION 50% of the respondents do not

often over-promises while under delivers. 33% of the respondents never over-promise
while under delivers. 17% of the respondents usually over-promise while under delivers.
Table 46: UNDER-PROMISES, OVER-DELIVERS
Ambigous
Source: field investigation INTERPRETATION 50% of the respondents do not

often under promises while over delivers. 33% of the respondents never under promises
while over delivers. 17% of the respondents usually under promises while over delivers.
Table 47: ABILITY TO ASK TOUGH QUESTIONS THAT GET RIGHT TO THE
HEART OF THE MATTER
88

89
17% 0%
0%
17% 0%
66%
Source: field investigation INTERPRETATION 66% of the respondents usually

have the ability to ask the right questions 17% of the respondents do not often have the
ability to ask the right questions 17% of the respondents are ambiguous. Table 48:
REWARD THOSE WHO DO RATHER THAN SAY THEY WILL
0%
17%
83%
Ambigous
Source: field investigation INTERPRETATION 83% say that they always reward
those who do rather than say they will. 17% say that they usually reward those who do
rather than say they will.
89


90
10 CHAPTER 9
10.1 MAJOR RESEARCH FINDINGS
10.1.1
1.
THINKING STYLE
Majoity of the employees are open to new ideas and creative solutions that are
generated by the subordinates.
2. 3. 4. 5.
They try to come up with solutions to problems that might arise. Most employees’
plans well before jumping into action. Employees demonstrate concern for attention to
details while planning. Employees tend to think of ways to utilize persons with
complimentary goals so as to arrive at ‘Win-Win’ solutions.
6. 7.
They have the ability to forecast a possible situation that can arise. Very few
employees’ focuses on ‘finishing’ or ‘closing’ the task at hand.
10.1.2
1.
COMMUNICATION STYLE
Employees do not like to communicate or share any form of information regarding
their company, policies and future direction to only few subordinates.
2.

Allows subordinate to complete the communication thread before reacting.
Subordinates are given the necessary space to express themselves.
3.
Makes an effort to convince his/her viewpoints but never forces to accept his/her
views.
4.
They are focused during interactions, never jumps from one topic to another.
5. 6.
The mood of the employee depends on his style of communication. Generally

gives respect to the other people, irrespective of position in the organization’s hierarchy.
7.
Most of them are able to agree to a disagreement.
90

91
10.1.3
1.
DECISION MAKING STYLE

Majority of the employees takes decisions in the best interests of everybody
involved and never postpones the crucial decisions that should be taken.
2. 3.
Are open to change the previous decisions made by them. The employees never
take trouble in following up a decision to observe its effect.
4.
Employees never call for an official meeting before taking any decisions. They
consult team members only when absolutely essential when taking decisions.
5. 6.
Encourages subordinates to take decisions independently. Employees would like

to take decisions that are people oriented.
10.1.4
1.
BOSS-SUBORDINATE INTERACTION STYLE

Most employees spread positive energy among subordinates. Tends to take
subordinate along.
2. 3. 4. 5.

Comes across as a person who is simple and is approachable. Generally stands up
and protects subordinates mistakes. Employees like to set themselves as a role model to
others. Subordinates do learn by working with him/her. Coaches them- so they can get
better
6. 7.
Pushes self in order to set an example to subordinates. Gives confidence to

employees.
10.1.5
1. 2. 3. 4.
EMOTIONAL EXPRESSIVENESS STYLE

Inspires high energy levels among subordinates. Never tends to infect
subordinates with stress. Sensitively handles even unreasonable demands of subordinates.
Most of them are not easily disturbed by pressure or stress. They are usually calm.
5.
Takes time to understand the subordinate’s feelings and also tries to convey
his/her emotions and feelings.
91

92 6. Provides feedback to the employees.
10.1.6
1. 2. 3. 4. 5. 6. 7.
COLLEAGUE DELIGHT STYLE

The employees are generally trustworthy and make an effort to be ethical.
Employees are more of friend than a boss to subordinate. Assists subordinates pro-
actively. Creates a comfortable environment. Employees never grumble or complain with
regular tasks. Most of them are happy to be involved in the informal settings. Employees
lack in keeping confidential information to themselves.
10.1.7
1.
EXECUTION STYLE
Most of the employees use their time efficiently. Tries to manage time well.
2. 3. 4. 5.
They are committed to the work. Employees do have the ability to ask the right
questions. Delivers according the promises made. Employees reward those who perform
well at work than they say.
92

93
11 CHAPTER 10
11.1 RECOMMENDATIONS
1. 2. Improve in interpersonal communication through Johari Window Different
approaches to work can fit to get sync with others. This can be achieved through
managerial grid training 3. Counseling should be provided to employees regarding
conflict management. 4. 5. 6. Assertiveness Training Flexing each style of behavior
among employees Corporate enterprises need to conduct research periodically on
effective ineffective work styles
11.2 DIRECTIONS FOR FURTHER RESEARCH

Following are the fertile areas for further research: 1. 2. 3. 4. 5. 6. A detailed study
on Just –In-Time flex concept. Leveraging personal styles to effective organizational
performance Keys to understanding people in contemporary organizations People styles
at work; and their interface with organizational stress Energizing employees through
productive relationships Strategies to flex different styles of behavior towards
organizational effectiveness.
93

94
12 ANNEXURE
12.1 SELECT BIBLIOGRAPHY 12.1.1 BOOKS
1. 2. "Dealing with People” By Robert Heller D.K. Publishing Inc. New York.
“Human Resource Management” By John.M.Ivancevich , Tata McGrawHill Publications.
3. "Personal Styles and Effective Performance" By David Merrill and Roger Reid,
Radnor, Chilton Book Publications 2005 4. "Management: Tasks, Responsibilities,
Practices, Harper and Row Publications 1973 5. "Loving, Living and Learning" By Leo
Buscaglia Holt, Rinehart and Winston Publications 2002 6. "Interaction Ritual: Essays on
Face-to-Face Behavior" By Erving Goffmann, Anchor Books publications, 2000
7.
"Managing for Excellence" By David Bradford and Allan Coheb, John Wiley &
Sons, 2000
12.1.2
1. 2. 3. 4.
JOURNALS
Human Capital Executive Excellence ICFAI HRM Review Journal of
Organizational Behavior
12.1.3
1. 2. 3. 4.
BUSINESS MAGAZINES
Business World Business Today Fortune Business Line
12.1.4
1.

WEBSITES VISITED
http://developers.sun.com/toolkits/articles/personality.html
94

95
2. 3.
www.humanlinks.com http://www.southwest.cc.nc.us/careerfocus/fall03/style.htm
95

96
13 QUESTIONNAIRE
QUESTIONNAIRE: A behavioral study of people styles at work
Dear Employee, I, Soumya Prasad, a student of MBA course of Bangalore
University, would like to ask a few questions as a part of my MBA project. I request you
to kindly answer them honestly and accurately. I assure you that the information given by
you will be kept extremely confidential. Thanking you in advance for your cooperation.
Employee Personal Data: a. Name : ____________________________________ b. Age :
_______yrs c. Company : _________________________________ d. Job Designation :
____________________ e. Qualification : ___________________ f. Experience :
____yrs Thinking Styles 1. Generates new ideas Never Not often Not applicable
Usually Always Ambiguous? 2. Tries to come up with solutions to problems that
might arise Never Not often Not applicable Usually Always Ambiguous?
3. Focuses on 'finishing' or closing the task at hand rather than planning on how to do so
Never Not often Not applicable Usually Always Ambiguous? 4. Is open to
new ideas, creative solutions generated by subordinates 96

97 Never Not often Not applicable Usually Always Ambiguous? 5. Is
able to forecast a possible situation that can arise Never Not often Not applicable
Usually Always Ambiguous? 6. Thinks of ways to 'utilize' persons with
complementary goals so as to arrive at 'win - win' solutions Never Not often Not
applicable Usually Always Ambiguous?
Communication Styles 7. Shares information about company, business, policies

and future direction only to a few 'favourite' subordinates Never Not often Not
applicable Usually Always Ambiguous? 8. Forces his/her views to be accepted by
the use of position power Never Not often Not applicable Usually Always
Ambiguous? 9. Provides 'space' for sub-ordinate to express himself/herself Never
Not often Not applicable Usually Always Ambiguous?
97

98 10. Jumps from one topic to another during interaction/s Never Not often
Not applicable Usually Always Ambiguous? 11. Style of communication
depends on his/her 'mood' Never Not often Not applicable Usually Always
Ambiguous? 12. Is able to agree to a disagreement Never Not often Not
applicable Usually Always Ambiguous? 13. Constantly reminds subordinates
about his/her experience levels and position so as to ensure conformity Never Not
often Not applicable Usually Always Ambiguous? Decision making styles 14.
Postpones decision making until absolutely inevitable Never Not often Not
applicable Usually Always Ambiguous? 15. Never follows up on a decision to
observe it's effect/s Never Not often Not applicable Usually Always
Ambiguous?
98

99 16. Open to reverse a previous decision if merited Never Not often Not
applicable Usually Always Ambiguous? 17. Tends to take decisions that are
'people oriented' rather than 'company oriented' Never Not often Not applicable
Usually Always Ambiguous? 18. Often misses out on the immediate necessity in
interests of a larger perspective while taking decisions leading to problem/s Never
Not often Not applicable Usually Always Ambiguous? 19. Waits for bosses to
take decisions Never Not often Not applicable Usually Always
Ambiguous? 20. Calls for an official meeting before taking any decision Never Not
often Not applicable Usually Always Ambiguous? 21. Expects subordinates to
consult before taking any decision Never Not often Not applicable Usually
Always Ambiguous?
99

100 Boss-subordinate Interaction styles 22. Inspiring high energy among
subordinates Never Not often Not applicable Usually Always Ambiguous?
23. Unapproachable Never Not often Not applicable Usually Always
Ambiguous? 24. Usually likes to see subordinates busy - even inventing activites just to
keep them busy Never Not often Not applicable Usually Always
Ambiguous? 25. Tends to do things by himself/herself so as to do it 'right' Never Not
often Not applicable Usually Always Ambiguous? 26. One can learn something
by working with him/her Never Not often Not applicable Usually Always
Ambiguous? 27. Usually likes others to treat him or her with respect, admiration and
personal loyalty and reciprocates the same Never Not often Not applicable
Usually Always Ambiguous?
100

101 28. Tends to treat subordinates as less important or less significant people.
Prefers to go by designation and status Never Not often Not applicable Usually
Always Ambiguous? 29. Allows subordinates to make mistakes and is supportive to
rectify Never Not often Not applicable Usually Always Ambiguous?
Emotional expressiveness 30. Tends to release pent up stress on subordinates Never
Not often Not applicable Usually Always Ambiguous? 31. Is able to spread
positive emotions among subordinates Never Not often Not applicable Usually
Always Ambiguous? 32. Easily upset by critisism Never Not often Not
applicable Usually Always Ambiguous? 33. Provides support to subordinates
when required pro-actively Never Not often Not applicable Usually Always
Ambiguous?
101

102 34. Takes time to convey his/her feelings or emotions Never Not often
Not applicable Usually Always Ambiguous? 35. Usually calm, not disturbed by
pressure Never Not often Not applicable Usually Always Ambiguous?
Colleague delight 36. Is dependable for subordinates Never Not often Not
applicable Usually Always Ambiguous? 37. Generally trustworthy Never
Not often Not applicable Usually Always Ambiguous? 38. Is comfortable with
regular tasks (even if repeated) as required by his/her position Never Not often
Not applicable Usually Always Ambiguous? 39. Hesitates to work in a team
setting with subordinates Never Not often Not applicable Usually Always
Ambiguous? 40. Is fine with an informal setting
102

103 Never Not often Not applicable Usually Always Ambiguous? 41.
Cannot keep a secret/confidential information Never Not often Not applicable
Usually Always Ambiguous? 42. Tends to delegate repetitive work and keep the
interesting work to himself/herself Never Not often Not applicable Usually
Always Ambiguous?
Execution styles 43. Is sensitive to the value of time Never Not often Not
applicable Usually Always Ambiguous? 44. Delivers results for commitments
made Never Not often Not applicable Usually Always Ambiguous? 45.
Over-promises, Under delivers Never Not often Not applicable Usually
Always Ambiguous? 46. Under-promises, Over-delivers Never
103

104 Not often Not applicable Usually Always Ambiguous? 47. Ability
to ask tough questions that get right to the heart of the matter Never Not often Not
applicable Usually Always Ambiguous? 48. Reward those who do rather than say
they will Never Not often Not applicable Usually Always Ambiguous?
104


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A Behavioral Study Of People Styles At Work

“A BEHAVIORAL STUDY OF PEOPLE STYLES AT

Submitted By Ms SOUMYA PRASAD Reg.No-04XQCM6094

UNDER THE GUIDANCE OF DR. K.V. PRABHAKAR SENIOR PROFESSOR

M.P.BIRLA INSTITUTE OF MANAGEMENT ASSOCIATE BHARTIYA

IDSG.Govt. College, Chickmagalur. 1

Place: Bangalore Date: 5th June 2005

(Ms. Soumya Prasad)

IDSG.Govt. College, Chickmagalur. 2

Place: Bangalore Date: 5/06/06

(Dr. N . S. Malavalli) Principal MPBIM, Bangalore

IDSG.Govt. College, Chickmagalur. 3

Place: Bangalore Date: 5/06/2006

(DR.K.V.PRABHAKAR) Adjunct Professor

IDSG.Govt. College, Chickmagalur. 4

Place: Bangalore Date: 5th June 2006 (Soumya Prasad)

IDSG.Govt. College, Chickmagalur. 5

1 Executive Summary ....................................................................... 11 2 Chapter 1

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Employees do have the ability to ask the right questions.

Recommendations Major recommendations made in the research are to “improve

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THEORETICAL BACKGROUND THE STUDY

Foundation of the Concept: Two Dimensions of Behavior.

Assertiveness In this model, one’s level of assertiveness is the degree to which

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Characteristic Behavior of More Assertive/Tell Assertive People

Be more confrontational Be more direct and emphatic when expressing opinions,

Characteristics Behaviors of Less Assertive/Ask Assertive People

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Characteristic Behavior of More Responsive People

Characteristic Behavior of Less Responsive People

The Four Behavioral Styles

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Follow-through, however, can be a challenge for these folks. Expressiveness look

The Dynamics of Behavioral Style

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Demonstrate high energy o Maintain an erect posture o Use gestures to show

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Be prepared to decide as soon as possible o Complete projects on schedule o

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EXPRESSIVES Expressives Flexing to Amiables Slow your pace o Talk slower

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Expressives Flexing to Drivers Be well organized in your communication o Be

Be more task-oriented o Be on time o Get right to business o Be a bit more

What's your style?

d. 9. a. b. 10. c. d. 11. a. b. 12. c. d. 13. a. b. 14. c. d. 15. a. b. 16. c. d. 17. a. b. 18.

More likely to use small-talk or use anecdotes

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This can be applied to all kinds of communication, says McAlpine -- job

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