High Self-Actualization Personality – The Entrepreneur
The entrepreneurs run their department like a business entity focusing on results, profits and benefits. They are intellectually inclined and are skillful at using their logical analysis and deductions to make good decisions. Generally, they make decision based on the bottom line of their commitment.
The entrepreneur managers have high growth needs. They constantly seek knowledge and competencies to keep abreast of the latest political, economic, social and technological development of the business environment. They see learning and growing as a continuous life long process.
The entrepreneur managers have high need for achievement. They have excellent business acumen and work hard to grow the business in their organization. Apparently they are competent professionals capable of building their company into world class organization.
The entrepreneur managers are responsible, committed and dedicated towards achieving their vision and mission. They are people of substance, action-oriented with boundless energy. They developed the habit of working long hard hours to make things happen.
The entrepreneur managers show great enthusiasm in their venture and are motivated to give their best. They take initiatives to continually improve the effectiveness and efficiency of their organization.
The entrepreneur managers have high standard of values, ethics and principles. They have high integrity and are judicious, appreciative and impartial. They appreciate good performance and give due rewards and recognition to those who deserve the credits.
The entrepreneur managers are considerate when dealing with errant employees. They assist them to self-actualize. They would do their best to guide and counsel them and will only take disciplinary action as a last resort to correct their deviant behavior. They believe in developing their staff by implementing coaching and counseling company wide.
The entrepreneur managers are willing to prepare a successor to take over their place. They encourage their subordinates to give ideas. They listen actively and would adopt good ideas in their plans.
The entrepreneur managers walk their talk. Others can trust them and depend on their commitment to get the job done. Apparently, the entrepreneur managers are result-oriented capable of taking their organization to greater height of success.
Low Self Actualizing Personality – The Neurocrats
The neurocratic managers force their subordinates to do things their way. When things go wrong they do not accept responsibilities but instead blame their subordinates for the mistakes made.
The neurocratic managers lack focus to produce results. They are weak in intellectual and logical skills. Often they make more bad decisions than good ones.
The neurocratic managers have low growth needs. They lack the initiative to keep abreast of the latest development of the business environment. They are indifferent in acquiring skills and knowledge.
The neurocratic managers lack responsibilities and commitment. They work at a slow space to achieve organizational goals. They lack motivation and enthusiasm in their work.
The neurocratic managers have a low respect for values, ethics and principles. They lack integrity and are prone to temptation. Other cannot depend on them to do a good job.
The neurocratic managers do not set direction for their subordinates. They take their own sweet time and work at their own pace. They are unhappy and often let out their frustrations on their subordinates. They are easily irritated and can lose their cool at the slightest provocations.
The neurocratic managers can be unreasonable at times in their dealings with their people. Their subordinates fear them and try to avoid their presence. Bosses, peers and subordinates often find neurocratic managers difficult to cope with.
The neurocratic managers are stressful, anxious, tense and dissatisfied. Currently they may encounter some problems. It could be personal related problems or work related problems. If the problems are personal, it could be financial, social or family related. Apparently they are unhappy and dissatisfied and are confused and upset that things are not going their way.
High Egocentric Personality- The Driver
The Drivers have high need for power, image and control. They are the take charge type. They decide, direct and control people, situations and lead them towards their vision and mission. They are confident and persistent in accomplishing their goals.
The Drivers thrive on challenges. They believe that nothing is impossible if they put their heart and soul to accomplish them.
The Drivers have high value for prestige, reputation, status, glory and dignity. When these values are challenged, they will aggressively defend them.
The Drivers believe strongly in their ideas. They are vocal and expressive in asserting their opinions. They talk more than they listen and will defend their opinions in a conflict.
The Drivers believe in using their position and coercive power to get things done. They are rank conscious and would expect their subordinates to give due respect to them.
The Drivers set high challenging goals for their subordinates and push them to meet their expectations.
The Drivers tend to use autocratic and authoritative style to manage their subordinates. They want their people to do their job their way.
The Drivers demands quick results. They are impatient and will not hesitate to confront marginal and problematic subordinates to shape up or face adverse consequences. They instill fear into them to shape up their performance, failing which the drivers will not hesitate to manage them out of the organization.
The Drivers are motivated when others challenge them. They are determined to prove that they are right in any situation. In disagreements, they enjoy shooting down others’ ideas.
The Drivers are generally hot-tempered. When provoked they express their feelings of anger visibly.
The Drivers make quick decisions. Once they make up their mind they would go all out to accomplish their goals.
The Drivers are good in shaping their environment. If things are screwed up, they would use all their power to put things back on track.
The Drivers have a tremendous amount of personal power which works for them as a force towards achieving their purpose.
Low Egocentric Personality – The permissive manager
The permissive managers are soft-hearted and lenient. They do not like to push their subordinates to get the jobs done. They communicate the performance standards and use gentle persuasion to get their subordinates to meet their expectation.
The permissive managers often have problems managing errant subordinates. They find difficulties in getting them to produce the results. Oftentimes, they may find themselves ended up tying the loose end of their work.
The permissive managers are patient under provocation. They have a high level of tolerance and tend to hide their feelings and keep them in their heart.
The permissive managers are not status conscious and do not expect their subordinates to talk up to them. They listen more than they talk and are likely to accommodate their subordinates’ suggestions and demands.
The permissive managers lack confidence to direct, control and lead their subordinates. They are indecisive and allow their subordinates to make decision for them. They lack the will to face challenges. Often they will give up in face of difficult obstacles and barriers.
The permissive managers are not firm and decisive. Often they have problems dealing with conflicts. They are not vocal and expressive. They do not assert their ideas. Instead they try to avoid a serious and hot argument.
The permissive managers avoid offending others. They are likely to give in and lose out in a conflict. They may be pleasant, good natured and likeable, but in the eyes of others, they are perceived as weak.
High Sociocentric Personality – The People Manager
The people managers value people as the most important asset to make things happen. They focus their effort towards building a cordial and harmonious relationship. They believe in teamwork and work towards building cohesive teams. They want their people to work synergistically and symbiotically; cooperating, supporting, helping and sharing resources towards achieving organizational goals.
The people managers are affectionate, caring and helpful. They are kind, passionate and have a deep well of feelings. They show intense and tender feelings for their subordinates. They place people’ needs above their needs and make sacrifices for their happiness and wellbeing. Their loving nature can be seen by their deep feelings for their subordinates’ problems. As a result they often don’t have the heart to discipline and punish deviant subordinates.
The people managers treat their subordinates with kindness. They listen attentively to understand their problems. They can place themselves in their shoes. When their people are in need they are there to offer their assistance and support.
The people managers are sensitive to their subordinates’ feelings and avoid hurting them. They think how their actions would affect them before making a decision.
The people managers believe that their subordinate’s success is their success. They spend time coaching and counseling; helping them to grow their potential and to actualize.
The people managers are approachable and maintain an open door policy for discussion and interaction. They believe in collective responsibility. They prefer to use nurturing and participative styles and make decisions together by consensus.
The people managers are visible. They enjoy socializing with their subordinates, sharing interests, experiences, successes and failures.
The people managers have a tremendous amount of people power and presence which work for them as a force towards achieving organizational goals.
Low Sociocentric Personality – The Impersonal Managers
The impersonal managers are closed, guarded and detached. They spend most of their time in their office alone and can hardly been seen with their subordinates.
The impersonal managers avoid social interactions with their subordinates. They communicate their expectation in writing. They avoid face to face communication unless there is an urgent need.
The impersonal managers maintain a close door policy. Their subordinates are not allowed to walk in and out of their office freely as they like. They have to make an appointment to see them if there is a need to discuss on work related matters.
The impersonal managers are not concern about people feelings when it comes to work. They expect their subordinates to produce quality work and meet their deadlines. They seldom pat their subordinates on their back for a job well done. If they fail to meet their expectation, they will get a memo to shape up their performance.
The impersonal managers do not want excuses from their marginal performers. They can be insensitive to their personal needs. For them work is work. It has nothing to do with personal problems.
The impersonal managers avoid social functions in their organization. They are not comfortable in social gatherings and noisy, crowded places. They value privacy and enjoy doing solitary activities.
The impersonal managers are unemotional and have a shallow well for feelings. They find it difficult to communicate their feelings and hide them in their heart.
The impersonal managers lack empathy. They often have problems meeting the intimacy needs of their people.
High Security Personality – The Bureaucrats
The bureaucrats run their department by the book. They ensure the organization resources are utilized optimally and efficiently towards achieving organization goals and objectives.
The bureaucrats focus their energy on red tapism and system compliance. They ensure their subordinates follow rules, regulations, procedures, and use the formal channels in getting their jobs, done.
The bureaucrats plan and schedule their subordinates’ work. They set clear direction and realistic performance target and expect them to work methodically to meet their expectation.
The bureaucrats supervise and check the progress of their subordinates regularly to ensure that they meet the dead lines. They monitor their work closely to ensure that everything is done correctly, at the right time and in the right place.
The bureaucrats want certainties in discharging their duties and responsibilities. They are somewhat uncomfortable with risky propositions. When their subordinates propose ideas, they want precedents, facts, figures and proof that their proposals work well.
The bureaucrats prefer the established ways of getting things done. They are strict and serious with their work and expect their subordinates to do the same. They feel uncomfortable with rowdy employees who are disorganized, impulsive and demand freedom to do things their way.
The bureaucrats are detail-oriented, precise and meticulous.
They ensure that their subordinates produce quality work by checking all details and amending their work to ensure that they are of quality, neat and error free.
The bureaucrats want to ensure that their department operates smoothly without hitches. They feel uncomfortable with change or when someone in their team rocks the boat.
The bureaucrats are good at administration. They can contribute significantly to organizational efficiency.
Low Security Personality – The Free Rein Managers
The free rein managers want freedom to run their own department and would resent control, supervision and monitoring from the top. They promote independency and encourage their subordinates to experiment and try out new and abstract ideas of doing things. They are in constant search of finding new ways of doing things.
The free rein managers trust their subordinates and empower them to carry out their responsibilities. They set guidelines and performance target for their subordinates and expect them to do their jobs their way.
The free rein managers are not particular about rules and regulations so long as their people produce the results. They value innovative subordinates who can find better ways of getting the jobs done.
The free rein managers initiate changes. They will be first to adopt changes and lead their subordinates to try them out.
Generally, the free rein manager seldom plan and schedule their work unless there is a dire need. They prefer to do things spontaneously as they come. Their mind are not focus on trivial and unimportant matters. Apparently, they are quite forgetful and need others to remind them of their schedules.
The free rein managers are high risk taker. They want autonomy in their domain of responsibilities and authority. They can be upset when they are forced to follow the conventional ways of doing things. They are uncomfortable with bureaucrats who try to restrain the use of their freedom to try out new ways. If you are micromanaged, they are likely to quit their job for another.
High Complexity Personality – The Manipulator
The manipulators are skillful in the art of shaping the environment for survival, growth and to satisfy dominant needs. They constantly seek information and are alert and aware of what is happening around them. Evidently they have a satellite vision, the ability to see the woods and the trees. With this vision, they have the uncanny ability to spot opportunities and turn them into reality.
The manipulators are flexible, analytical, tactical, adaptable and strategically inclined. They can conduct an in-depth analysis of a situation, generating alternatives, anticipating the outcomes of each alternative before choosing their subjective alternative to act on.
The manipulators are insightful, flexible and influential. They can size people up, adapt to their idiosyncrasies and influence them to do things their way.
The manipulators are mysterious, secretive, complicated and unpredictable. Their behavior pattern varies across situation and over time. They are good at catching people by surprises. Others find them difficult to guess their next move.
The manipulators choose people for networking and socialize on “a need to” basis. They know how to harness the energies of the right people and win them over to accomplish their goals.
The manipulators’ leadership styles are complex and unpredictable. Their orientation, power bases and styles of leadership varies for their people under different circumstances.
The manipulators see rules, formalities and systems as a guide. They can bend or go around them to accomplish their objective.
The manipulators treat their people differently depending on the situation. They can be nice and nasty, tough and rough, friendly and detached. They can put pressure on marginal employees to shape them up, failing which they will not hesitate to remove them from the organization. They can also excite their performers and supporters and motivate them to achieve their vision.
The manipulators are skillful in the art of communication and interpersonal relationship. They know how to build and distance relationships and when to trust or distrust people. They know when to talk or listen, when to give in or assert their opinion. They can be frank, blunt, open, close, diplomatic and undiplomatic in their communicative styles. When they negotiate, they know when and how to confront compromise, force, smoothen or withdraw.
The manipulators know what, who and when to delegate their responsibilities. They know how to identify and groom a successor or a loyal supporter to take their place.
The manipulators are good at problem-solving and decision making. Their satellite visions help them to see the complete picture of a scenario. When things deviate from their plan they know how to put it back on track. When they are caught in a crisis, they know how to wriggle themselves out of a difficult situation.
The manipulators see the world with many possibilities. As a result they have many choices in dealing with people, situations, issues and problems. How they handle them determines whether they choose to manipulate positively or negatively. Positive manipulators maneuver people and situations to achieve common goals. On the other hand, negative manipulators use and abuse people and turning situations to accomplish their personal gain and hidden agenda. Positive manipulators adopt the policy of win-win whereas negative manipulators go for a win-lose situation at the expense of the others’ interests
Low Manipulative Personality – The Vulnerable
The vulnerable managers are prone to be influenced by sweet talks. They are straightforward, frank, and gullible and tend to trust other too much. Apparently they have difficulty getting their subordinates to meet their expectations
The vulnerable managers have a tunnel vision – the ability to see the small picture trees but not the big picture. They are weak in analytical, tactical and strategic skills. As result they are fixed and docile, and are likely to get caught and stuck in a difficult situation.
The vulnerable managers lack the ability to persuade and influence their subordinates. They are unable to size people up, adapt to their idiosyncrasies and influence them to do things. They are not able to convince their subordinates to support their ideas.
The vulnerable managers have difficulties spotting opportunities and turning them into realities. They lack the skills of making sound decisions and solving problems.
Their orientation, power bases and styles of leadership are consistent. They can’t bend rules, formalities and systems to make things happen.
The vulnerable managers avoid politicking in their organization. They are blunt and direct with their subordinates, peers and bosses. They are blunt in criticizing them. They are direct in giving negative feedback.
The vulnerable managers express their feelings openly and mean what they say in a conflict. They will tell their opponents off and show their displeasure when they disagree with them. Their expressions and non-verbal clues are visibly noticed when they are upset.
The vulnerable managers will have hard time getting support. Some of their subordinates may be able to read their intent. Being susceptible to the influence of others, this group can take advantage of them by getting away with doing less work.
The vulnerable managers trust others too much. They are open and reveal themselves too often. They have one public self. As a result, they can be used and abused by others.