Personality development
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Apr 19, 2020
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About This Presentation
Personality is defined as the characteristic sets of behaviors, cognition's, and emotional patterns that evolve from biological and environmental factors. While there is no generally agreed upon definition of personality, most theories focus on motivation and psychological interactions with one&...
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GHPIBM Page 1
A Report on
“Personality Development”
Submitted by:
19005: Amit Singh
19024: Keyuri Bapat
19026: Mayur Fofandi
19031: Nitish Kumar
19032: Omkar Mishra
Division – A
Submitted to:
Dr. Darshana Dave
In fulfillment for the subject
of
MANAGEMENT SKILLS DEVELOPMENT
G.H. PATEL POST GRADUATE
INSTITUTE OF BUSINESS MANAGEMENT
2019-20
A Report on
“Personality Development”
Submitted by:
19005: Amit Singh
19024: Keyuri Bapat
19026: Mayur Fofandi
19031: Nitish Kumar
19032: Omkar Mishra
Division – A
Submitted to:
Dr. Darshana Dave
In fulfillment for the subject
of
MANAGEMENT SKILLS DEVELOPMENT
G.H. PATEL POST GRADUATE
INSTITUTE OF BUSINESS MANAGEMENT
2019-20
GHPIBM Page 2
Preface
As a part of our curriculum of Management Skills Development we were
required to present and write a report on “Personality Development” to
polish our presentation as well report writing skills. Personality
development is defined as the characteristic sets of behaviors, cognitions,
and emotional patterns that evolve from biological and environmental
factors. While there is no generally agreed upon definition of personality.
In this report we will be covering personality development in more details,
study of personality can be said to have its origins in the fundamental idea
that people are distinguished by their characteristic individual patterns of
behavior the distinctive ways in which they walk, talk, furnish their living
quarters, or express their urges.
Although the theorists we studied showed great differences, there were
also some underlying similarities:
The fundamental importance of society in shaping personality. The ability of
the human to alter aspects of their personality. Although none of the
theorists state that this is an easy goal, most theorists we examined
believed that humans have a tendency towards psychological growth and
mental health which can be encouraged.
You can build your own theory of personality based upon the combination
of your own experience and what you have learned from these personality
theorists. The science is constantly evolving, so you should remain flexible
in your theorizing and be willing to allow future information to change your
theory Develop a dynamic theory of personality rather than a static,
unchanging theory.
Preface
As a part of our curriculum of Management Skills Development we were
required to present and write a report on “Personality Development” to
polish our presentation as well report writing skills. Personality
development is defined as the characteristic sets of behaviors, cognitions,
and emotional patterns that evolve from biological and environmental
factors. While there is no generally agreed upon definition of personality.
In this report we will be covering personality development in more details,
study of personality can be said to have its origins in the fundamental idea
that people are distinguished by their characteristic individual patterns of
behavior the distinctive ways in which they walk, talk, furnish their living
quarters, or express their urges.
Although the theorists we studied showed great differences, there were
also some underlying similarities:
The fundamental importance of society in shaping personality. The ability of
the human to alter aspects of their personality. Although none of the
theorists state that this is an easy goal, most theorists we examined
believed that humans have a tendency towards psychological growth and
mental health which can be encouraged.
You can build your own theory of personality based upon the combination
of your own experience and what you have learned from these personality
theorists. The science is constantly evolving, so you should remain flexible
in your theorizing and be willing to allow future information to change your
theory Develop a dynamic theory of personality rather than a static,
unchanging theory.
GHPIBM Page 3
Acknowledgement
The success of the presentation and report required a lot of guidance and
we are all fortunate that we got all that was required for the completion of
the same. Whatever we have done and accomplished was under the
guidance of Dr. Darshana Dave. We would like to thank Dr, Darshana Dave
for the same. We would also like to thank madam for the opportunity.
We are all very grateful that we were able to deliver and do it to our best.
All this would not have been possible without the great team effort put in
and so I would like to thank my team members Amit, keyuri, Mayur, Nitish,
and Omkar from division A. Last but not the least we would like to express
our gratitude towards our audience and friends who supported us through
out.
Acknowledgement
The success of the presentation and report required a lot of guidance and
we are all fortunate that we got all that was required for the completion of
the same. Whatever we have done and accomplished was under the
guidance of Dr. Darshana Dave. We would like to thank Dr, Darshana Dave
for the same. We would also like to thank madam for the opportunity.
We are all very grateful that we were able to deliver and do it to our best.
All this would not have been possible without the great team effort put in
and so I would like to thank my team members Amit, keyuri, Mayur, Nitish,
and Omkar from division A. Last but not the least we would like to express
our gratitude towards our audience and friends who supported us through
out.
GHPIBM Page 4
Contents
1 Introduction................................................................................................................................5
1.1 Origin of personality ............................................................................................................5
1.1.1 Definition .....................................................................................................................5
2 The OCENS Personality/ Big five personality..................................................................................6
3 MBTI (Mayor-Briggs Type Indicator) .............................................................................................8
3.1 Characteristics’ of MBTI........................................................................................................8
3.2 The Four Dichotomies ..........................................................................................................9
3.3 ANALYSTS .......................................................................................................................... 12
3.4 DIPLOMATS ....................................................................................................................... 13
3.5 SENTINALS......................................................................................................................... 14
3.6 EXPLORER.......................................................................................................................... 15
4 Determinants of personality....................................................................................................... 17
4.1 Heredity and Personality .................................................................................................... 17
4.2 Environmental Factors ....................................................................................................... 17
4.3 Personality and Culture ...................................................................................................... 17
5 Freud’s Model of Personality Development................................................................................. 18
5.1 Freud's Three Levels of Mind .............................................................................................. 18
6 Personality: Where does it come from and how does it work? ..................................................... 19
6.1 B-E-A-T .............................................................................................................................. 20
7 Personality Development Tips .................................................................................................... 20
8 Personality Traits Every Manager Should Have ............................................................................ 22
9 Personality of Akshay Kumar ...................................................................................................... 23
10 Conclusion ............................................................................................................................ 24
11 Bibliography .......................................................................................................................... 24
Contents
1 Introduction................................................................................................................................5
1.1 Origin of personality ............................................................................................................5
1.1.1 Definition .....................................................................................................................5
2 The OCENS Personality/ Big five personality..................................................................................6
3 MBTI (Mayor-Briggs Type Indicator) .............................................................................................8
3.1 Characteristics’ of MBTI........................................................................................................8
3.2 The Four Dichotomies ..........................................................................................................9
3.3 ANALYSTS .......................................................................................................................... 12
3.4 DIPLOMATS ....................................................................................................................... 13
3.5 SENTINALS......................................................................................................................... 14
3.6 EXPLORER.......................................................................................................................... 15
4 Determinants of personality....................................................................................................... 17
4.1 Heredity and Personality .................................................................................................... 17
4.2 Environmental Factors ....................................................................................................... 17
4.3 Personality and Culture ...................................................................................................... 17
5 Freud’s Model of Personality Development................................................................................. 18
5.1 Freud's Three Levels of Mind .............................................................................................. 18
6 Personality: Where does it come from and how does it work? ..................................................... 19
6.1 B-E-A-T .............................................................................................................................. 20
7 Personality Development Tips .................................................................................................... 20
8 Personality Traits Every Manager Should Have ............................................................................ 22
9 Personality of Akshay Kumar ...................................................................................................... 23
10 Conclusion ............................................................................................................................ 24
11 Bibliography .......................................................................................................................... 24
GHPIBM Page 5
1 Introduction
1.1 Origin of personality
The word personality stems from the Latin word ‘persona’ which is referred to a
theatrical mask worn by a performer in order to project different roles.
1.1.1 Definition
Personality is defined as the characteristic sets of behaviors, cognitions, and emotional
patterns that evolve from biological and environmental factors. While there is no
generally agreed upon definition of personality, most theories focus on motivation and
psychological interactions with one's environment.
The study of personality can be said to have its origins in the fundamental idea that people are
distinguished by their characteristic individual patterns of behavior the distinctive ways in which
they walk, talk, furnish their living quarters, or express their urges.
Personality Type A and B
Type A
Type A personality have two major characteristics: time urgency and free-floating
hostility. These people are go-getters who do not rest until they achieve their tasks.
Usually, they take up more work than they can handle. They are driven by ambition and
preoccupied by time management. It was also theorized that such individuals tend to
lose their temper easily and harbor open or secret hostilities towards others. They are
highly efficient, risk takers and have more persistent as well as practical approach to
any problem.
1 Introduction
1.1 Origin of personality
The word personality stems from the Latin word ‘persona’ which is referred to a
theatrical mask worn by a performer in order to project different roles.
1.1.1 Definition
Personality is defined as the characteristic sets of behaviors, cognitions, and emotional
patterns that evolve from biological and environmental factors. While there is no
generally agreed upon definition of personality, most theories focus on motivation and
psychological interactions with one's environment.
The study of personality can be said to have its origins in the fundamental idea that people are
distinguished by their characteristic individual patterns of behavior the distinctive ways in which
they walk, talk, furnish their living quarters, or express their urges.
Personality Type A and B
Type A
Type A personality have two major characteristics: time urgency and free-floating
hostility. These people are go-getters who do not rest until they achieve their tasks.
Usually, they take up more work than they can handle. They are driven by ambition and
preoccupied by time management. It was also theorized that such individuals tend to
lose their temper easily and harbor open or secret hostilities towards others. They are
highly efficient, risk takers and have more persistent as well as practical approach to
any problem.
GHPIBM Page 6
Type B
The type B personality people are quite the opposite of the type A personality
individuals. These people are patient to a large extent, are easygoing and take things
slowly and steadily. They do not believe in rushing into things, take time to think and
ponder before acting and may also delay their work to the last minute. These people
love to socialize and be in the company of both known and unknown people. They often
manage to grab attention wherever they go, and seek comfort, more than success while
working. They are also known to strike a balance between their professional and
personal life.
2 The OCENS Personality/ Big five personality
Neuroticism: Individuals who score high on neuroticism are more likely than average to
be moody and to experience such feelings as anxiety, worry, fear, anger, frustration,
envy, jealousy, guilt, depressed mood, and loneliness.
High scoring individuals tend to be: awkward, pessimistic, fearful, self-critical,
unconfident, insecure, and oversensitive. Low scoring individuals tend be: confident,
sure of themselves, brave, and unencumbered by worry.
Type B
The type B personality people are quite the opposite of the type A personality
individuals. These people are patient to a large extent, are easygoing and take things
slowly and steadily. They do not believe in rushing into things, take time to think and
ponder before acting and may also delay their work to the last minute. These people
love to socialize and be in the company of both known and unknown people. They often
manage to grab attention wherever they go, and seek comfort, more than success while
working. They are also known to strike a balance between their professional and
personal life.
2 The OCENS Personality/ Big five personality
Neuroticism: Individuals who score high on neuroticism are more likely than average to
be moody and to experience such feelings as anxiety, worry, fear, anger, frustration,
envy, jealousy, guilt, depressed mood, and loneliness.
High scoring individuals tend to be: awkward, pessimistic, fearful, self-critical,
unconfident, insecure, and oversensitive. Low scoring individuals tend be: confident,
sure of themselves, brave, and unencumbered by worry.
GHPIBM Page 7
Extraversion: Individuals who score high in extraversion are more likely to be outgoing,
social, and the center of attention. They enjoy being with people, participating in social
gatherings, and are full of energy. A person low in extraversion is less outgoing and is
more comfortable working alone.
High scoring individuals tend to be: sociable, assertive, merry, energetic, articulate,
affectionate, and socially confident. Low scoring individuals tend to be: shy,
introspective, thoughtful, and overall reserved with self-expression.
Openness: Individuals who score high in openness are typically very intellectual
curious and exhibit high emotional intelligence. Openness involves six facets, or
dimensions, including active imagination (fantasy), aesthetic sensitivity, attentiveness to
inner feelings, preference for variety, and intellectual curiosity.
High scoring individuals tend to be: original, daring, clever, insightful, curious,
intellectual, and complex/deep. Low scoring individuals tend to be: routine-based, less
abstract, and sticks with what they know and what is comfortable.
Agreeableness: Individuals who score high in agreeableness are typically well-
tempered and tend to err on the side of compassion and empathy over
suspicion/cynicism. It is also a measure of one’s trusting and helpful nature, and
whether a person is generally well-tempered or not. High agreeableness is often seen
as naive or submissive. Individuals with low agreeableness are often competitive or
challenging people, which can be seen as argumentative or untrustworthy.
High scoring individuals tend to be: altruistic, trusting, patient, tactful, sensitive,
unselfish, well-liked, and respected. Low scoring individuals tend to be: callous, rude, ill-
tempered, sarcastic, and antagonistic.
Conscientiousness: Individuals who score high in conscientiousness are typically very
efficient and organized. They have the tendency to be dependable, show self-discipline,
act dutifully, aim for achievement, and prefer planned rather than spontaneous
behavior. High conscientiousness is often perceived as being stubborn and focused.
Low conscientiousness is associated with flexibility and spontaneity, but can also
appear as sloppiness and lack of reliability.
High scoring individuals tend to be: leaders, energetic, reliable, ambitious, persistent,
hard working, and resourceful. Low scoring individuals tend to be: procrastinators,
impulsive, headstrong, and hasty/reckless with decisions.
Extraversion: Individuals who score high in extraversion are more likely to be outgoing,
social, and the center of attention. They enjoy being with people, participating in social
gatherings, and are full of energy. A person low in extraversion is less outgoing and is
more comfortable working alone.
High scoring individuals tend to be: sociable, assertive, merry, energetic, articulate,
affectionate, and socially confident. Low scoring individuals tend to be: shy,
introspective, thoughtful, and overall reserved with self-expression.
Openness: Individuals who score high in openness are typically very intellectual
curious and exhibit high emotional intelligence. Openness involves six facets, or
dimensions, including active imagination (fantasy), aesthetic sensitivity, attentiveness to
inner feelings, preference for variety, and intellectual curiosity.
High scoring individuals tend to be: original, daring, clever, insightful, curious,
intellectual, and complex/deep. Low scoring individuals tend to be: routine-based, less
abstract, and sticks with what they know and what is comfortable.
Agreeableness: Individuals who score high in agreeableness are typically well-
tempered and tend to err on the side of compassion and empathy over
suspicion/cynicism. It is also a measure of one’s trusting and helpful nature, and
whether a person is generally well-tempered or not. High agreeableness is often seen
as naive or submissive. Individuals with low agreeableness are often competitive or
challenging people, which can be seen as argumentative or untrustworthy.
High scoring individuals tend to be: altruistic, trusting, patient, tactful, sensitive,
unselfish, well-liked, and respected. Low scoring individuals tend to be: callous, rude, ill-
tempered, sarcastic, and antagonistic.
Conscientiousness: Individuals who score high in conscientiousness are typically very
efficient and organized. They have the tendency to be dependable, show self-discipline,
act dutifully, aim for achievement, and prefer planned rather than spontaneous
behavior. High conscientiousness is often perceived as being stubborn and focused.
Low conscientiousness is associated with flexibility and spontaneity, but can also
appear as sloppiness and lack of reliability.
High scoring individuals tend to be: leaders, energetic, reliable, ambitious, persistent,
hard working, and resourceful. Low scoring individuals tend to be: procrastinators,
impulsive, headstrong, and hasty/reckless with decisions.
GHPIBM Page 8
3 MBTI (Mayor-Briggs Type Indicator)
History
The history of the Myers-Briggs Type Indicator started with Carl Jung, the founder of
analytical psychology. Jung believed that people are either energized by the external
world (Extraversion) or their own internal world (Introversion). He also observed that
people took in information (Perceiving) or organized the information and came up with a
conclusion (Judging). He noted that people generally engaged in one more than the
other. Thus, in 1921, Jung published Psychological Types in which he presented the
idea of Jungian archetypes.
Our personality plays a pivotal role in affecting our career choice, relationships,
decisions, and life itself. As individuals, many of us ponder on what makes us different
from the person next to us. Isabel Myers, creator of the Myers-Briggs Type Indicator
(MBTI), was concerned for our society’s realization with human potential—that everyone
is capable of contributing something to the world. Myers also wanted for everyone to
find some rationale for the many personality differences that we encounter in our daily
lives.
Thus the purpose of the Myers-Briggs Type Indicator is to shed light on the beauty and
endless possibilities of the human personality. In this manual, we will explain the four
dichotomies that make up the type indicator, 16 different personality archetypes,
preferable careers for each type, as well as how to work with other types than your own.
The goal of this manual is to help you recognize your strengths and weakness which
may lead to better group dynamics, more fulfilling relationships, and wiser choices.
3.1 Characteristics’ of MBTI
All types are equal:
The purpose of taking the MBTI is to recognize your strengths and weaknesses as well
as those of others. The MBTI was created in order to facilitate an understanding and
appreciation of differences among human beings. No type is better than another.
The Myers-Briggs Type Indicator does not measure ability, traits, or character:
Unlike other personality assessments, the MBTI does not do any of the above. Carl
Jung and Isabel Briggs-Myers believed that preferences are inborn while traits are not.
Someone can improve upon a trait (e.g. working on their public speaking) but they
cannot change their preference (e.g. preferring to work alone than with a group in
general).
Your type does not dictate who you are as a person:
Ethical use of the MBTI is being able to discern and understand your results. However,
your type does not truly represent who you are. You are your own person. Myers
believed that all individuals are unique in their own way. Being assigned a type does not
mean you are every little detail outlined in the description. You should make your own
reasonable judgment and verify your own preferences.
3 MBTI (Mayor-Briggs Type Indicator)
History
The history of the Myers-Briggs Type Indicator started with Carl Jung, the founder of
analytical psychology. Jung believed that people are either energized by the external
world (Extraversion) or their own internal world (Introversion). He also observed that
people took in information (Perceiving) or organized the information and came up with a
conclusion (Judging). He noted that people generally engaged in one more than the
other. Thus, in 1921, Jung published Psychological Types in which he presented the
idea of Jungian archetypes.
Our personality plays a pivotal role in affecting our career choice, relationships,
decisions, and life itself. As individuals, many of us ponder on what makes us different
from the person next to us. Isabel Myers, creator of the Myers-Briggs Type Indicator
(MBTI), was concerned for our society’s realization with human potential—that everyone
is capable of contributing something to the world. Myers also wanted for everyone to
find some rationale for the many personality differences that we encounter in our daily
lives.
Thus the purpose of the Myers-Briggs Type Indicator is to shed light on the beauty and
endless possibilities of the human personality. In this manual, we will explain the four
dichotomies that make up the type indicator, 16 different personality archetypes,
preferable careers for each type, as well as how to work with other types than your own.
The goal of this manual is to help you recognize your strengths and weakness which
may lead to better group dynamics, more fulfilling relationships, and wiser choices.
3.1 Characteristics’ of MBTI
All types are equal:
The purpose of taking the MBTI is to recognize your strengths and weaknesses as well
as those of others. The MBTI was created in order to facilitate an understanding and
appreciation of differences among human beings. No type is better than another.
The Myers-Briggs Type Indicator does not measure ability, traits, or character:
Unlike other personality assessments, the MBTI does not do any of the above. Carl
Jung and Isabel Briggs-Myers believed that preferences are inborn while traits are not.
Someone can improve upon a trait (e.g. working on their public speaking) but they
cannot change their preference (e.g. preferring to work alone than with a group in
general).
Your type does not dictate who you are as a person:
Ethical use of the MBTI is being able to discern and understand your results. However,
your type does not truly represent who you are. You are your own person. Myers
believed that all individuals are unique in their own way. Being assigned a type does not
mean you are every little detail outlined in the description. You should make your own
reasonable judgment and verify your own preferences.
GHPIBM Page 9
3.2 The Four Dichotomies
Extraverted (E) or Introverted (I)
Extraversion refers to the act or state of being energized by the world outside the self.
Extraverts enjoy socializing and tend to be more enthusiastic, assertive, talkative, and
animated. They enjoy time spent with more people and find it less rewarding to spend
time alone.
Introversion, on the contrary, is the state of being predominately concerned with one’s
inner world. Introverts prefer self-reflection to social interactions. They also prefer to
observe before participating in an activity. Introverts tend to more quiet, ‘peaceful’, and
reserved. Note: Introverts prefer individual activities over social ones—this is not to be
mistaken with shy people who fear social situations (“Extraversion”).
Sensing (S) or Intuition (N)
Sensing refers to processing data through the five senses. Sensing people focus on the
present and prefer to “learn by doing” rather than thinking it through. They are concrete
thinkers recognize details. They are more energized by the practical use of an
object/idea rather than the theory behind it.
Intuition refers to how people process data. Intuitive people are keener to the meaning
and patterns behind information. Intuitive people are more focused on how the present
would affect the future. They are readily able to grasp different possibilities and abstract
concepts. They easily see the big picture rather than the details.
3.2 The Four Dichotomies
Extraverted (E) or Introverted (I)
Extraversion refers to the act or state of being energized by the world outside the self.
Extraverts enjoy socializing and tend to be more enthusiastic, assertive, talkative, and
animated. They enjoy time spent with more people and find it less rewarding to spend
time alone.
Introversion, on the contrary, is the state of being predominately concerned with one’s
inner world. Introverts prefer self-reflection to social interactions. They also prefer to
observe before participating in an activity. Introverts tend to more quiet, ‘peaceful’, and
reserved. Note: Introverts prefer individual activities over social ones—this is not to be
mistaken with shy people who fear social situations (“Extraversion”).
Sensing (S) or Intuition (N)
Sensing refers to processing data through the five senses. Sensing people focus on the
present and prefer to “learn by doing” rather than thinking it through. They are concrete
thinkers recognize details. They are more energized by the practical use of an
object/idea rather than the theory behind it.
Intuition refers to how people process data. Intuitive people are keener to the meaning
and patterns behind information. Intuitive people are more focused on how the present
would affect the future. They are readily able to grasp different possibilities and abstract
concepts. They easily see the big picture rather than the details.
GHPIBM Page 10
Thinking (T) or Feeling (F)
Thinking refers to how people make decisions. Thinking people are objective and base
their decision on hard logic and facts. They tend to analyze the pros and cons of a
situation and notice inconsistencies. They prefer to be task-oriented and fair.
Feeling people are more subjective. They base their decisions on principles and
personal values. When making decisions, they consider other people’s feelings and
take it in account. It is in their best mind to maintain harmony among a group. They are
more governed by their heart.
Judging (J) or Perceiving (P)
Judging refers to how people outwardly display themselves when making decisions.
Judging people have a tendency to be organized and prompt. They like order prefer
outlined schedules to working extemporaneously. They find the outcome more
rewarding than the process of creating something. Judging people seek closure.
Perceiving people prefer flexibility and live their life with spontaneity. They dislike
structure and prefer to adapt to new situations rather than plan for it. They tend to be
open to new options and experiences. While working on a project, they enjoy the
process more than the outcome.
Assertive (A) or Turbulent (T)
Assertive individuals are self-assured, even-tempered, and resistant to stress. They
don’t worry too much, but this is different from apathy. They aim for goals and want
successful results, but they typically won’t let nervousness color the path to their
accomplishments. They’re unlikely to spend a lot of time thinking about their past
actions or choices. According to Assertive personality types, what’s done is done.
Thinking (T) or Feeling (F)
Thinking refers to how people make decisions. Thinking people are objective and base
their decision on hard logic and facts. They tend to analyze the pros and cons of a
situation and notice inconsistencies. They prefer to be task-oriented and fair.
Feeling people are more subjective. They base their decisions on principles and
personal values. When making decisions, they consider other people’s feelings and
take it in account. It is in their best mind to maintain harmony among a group. They are
more governed by their heart.
Judging (J) or Perceiving (P)
Judging refers to how people outwardly display themselves when making decisions.
Judging people have a tendency to be organized and prompt. They like order prefer
outlined schedules to working extemporaneously. They find the outcome more
rewarding than the process of creating something. Judging people seek closure.
Perceiving people prefer flexibility and live their life with spontaneity. They dislike
structure and prefer to adapt to new situations rather than plan for it. They tend to be
open to new options and experiences. While working on a project, they enjoy the
process more than the outcome.
Assertive (A) or Turbulent (T)
Assertive individuals are self-assured, even-tempered, and resistant to stress. They
don’t worry too much, but this is different from apathy. They aim for goals and want
successful results, but they typically won’t let nervousness color the path to their
accomplishments. They’re unlikely to spend a lot of time thinking about their past
actions or choices. According to Assertive personality types, what’s done is done.
GHPIBM Page 11
Turbulent individuals are success-driven, perfectionist, and eager to improve. They are
always trying to counterbalance their self-doubts by achieving more. Just as they push
themselves to become better, they’re as likely to push their projects or efforts in the
same direction. Turbulent personality types tend to notice little problems and often do
something about them before they become larger ones.
Turbulent individuals are success-driven, perfectionist, and eager to improve. They are
always trying to counterbalance their self-doubts by achieving more. Just as they push
themselves to become better, they’re as likely to push their projects or efforts in the
same direction. Turbulent personality types tend to notice little problems and often do
something about them before they become larger ones.
GHPIBM Page 12
3.3 ANALYSTS
Architect (INTJ- A/T)
INTJs are analytical, determined, and intensely individualistic. Their primary function is
Introverted Intuition in which they process data internally through their intuition. Their
auxiliary function is Extraverted Thinking in which they approach situations with
empirical logic. They enjoy introspecting and coming to new understandings with the
world. They are deeply motivated by inspiration. INTJs are idea generators and are
willing to take every measure to ensure their ideas become reality. They have high
standards for themselves and a lesser extent for others.
Logician (INTP- A/T)
INTPs are reserved, logical, and abstract individuals. The primary function of the INTP
is Introverted Thinking while their auxiliary function is Extraverted Intuition. This makes
them abstract thinkers who are more interested in theoretical concepts and ideas than
what is immediate. The INTP is an individual who is constantly seeking knowledge and
understanding. They are often disengaged from the world around them and prefer to
observe and understand rather than participate and work. They approach situations
objectively and seek to understand. They are problem solvers, but once they have
thought through a solution they prefer to leave it to others to enact (James).
Commander (ENTJ- A/T)
ENTJs are decisive, strategic, and natural leaders. Their primary function is Extraverted
Thinking which allows them to be organized as well as aptly categorize things. They
have the keen ability to see the consequences before acting on a plan. Because of their
natural ability to devise contingency plans, they usually take on the role as the leader.
They find themselves in charge because they have an inclination to give structure to a
project. Rather than establishing plans, they look ahead and establish goals.
3.3 ANALYSTS
Architect (INTJ- A/T)
INTJs are analytical, determined, and intensely individualistic. Their primary function is
Introverted Intuition in which they process data internally through their intuition. Their
auxiliary function is Extraverted Thinking in which they approach situations with
empirical logic. They enjoy introspecting and coming to new understandings with the
world. They are deeply motivated by inspiration. INTJs are idea generators and are
willing to take every measure to ensure their ideas become reality. They have high
standards for themselves and a lesser extent for others.
Logician (INTP- A/T)
INTPs are reserved, logical, and abstract individuals. The primary function of the INTP
is Introverted Thinking while their auxiliary function is Extraverted Intuition. This makes
them abstract thinkers who are more interested in theoretical concepts and ideas than
what is immediate. The INTP is an individual who is constantly seeking knowledge and
understanding. They are often disengaged from the world around them and prefer to
observe and understand rather than participate and work. They approach situations
objectively and seek to understand. They are problem solvers, but once they have
thought through a solution they prefer to leave it to others to enact (James).
Commander (ENTJ- A/T)
ENTJs are decisive, strategic, and natural leaders. Their primary function is Extraverted
Thinking which allows them to be organized as well as aptly categorize things. They
have the keen ability to see the consequences before acting on a plan. Because of their
natural ability to devise contingency plans, they usually take on the role as the leader.
They find themselves in charge because they have an inclination to give structure to a
project. Rather than establishing plans, they look ahead and establish goals.
GHPIBM Page 13
Debater (ENTP- A/T)
ENTPs are curious, innovative, and outgoing. Their primary function is Extraverted
Intuition which allows them to see the different possibilities of a scenario or when
making decisions. Their auxiliary function is Introverted Thinking. The ENTP is an
individual who constantly seeks to understand the world around them. They are problem
solvers and revel in the challenge of new tasks. They are always looking for new ways
of doing things and often ignore rules and conventions. They are constantly looking to
create change and enjoy dynamic situations.
3.4 DIPLOMATS
Advocate (INFJ- A/T)
INFJs are creative, compassionate, gentle, and complex. Their primary function is
Introverted Intuition while their auxiliary function is Extraverted Feeling in which they are
deeply concerned with their relationships with others as well has humanity at large.
They have a desire to contribute to the welfare of all and find it rewarding in helping
other people realize their human potential (Butt “INFJ”). INFJs value solitude as well as
the opportunity to concentrate on what is important to them.
Mediator (INFP- A/T)
INFPs are introspective, creative, and idealistic. Their primary function is Introverted
Feeling in which they know what they value. They have the ability to relate to others.
Their auxiliary function is Extraverted Intuition in which they are able to see different
paths/ways of doing something.
Debater (ENTP- A/T)
ENTPs are curious, innovative, and outgoing. Their primary function is Extraverted
Intuition which allows them to see the different possibilities of a scenario or when
making decisions. Their auxiliary function is Introverted Thinking. The ENTP is an
individual who constantly seeks to understand the world around them. They are problem
solvers and revel in the challenge of new tasks. They are always looking for new ways
of doing things and often ignore rules and conventions. They are constantly looking to
create change and enjoy dynamic situations.
3.4 DIPLOMATS
Advocate (INFJ- A/T)
INFJs are creative, compassionate, gentle, and complex. Their primary function is
Introverted Intuition while their auxiliary function is Extraverted Feeling in which they are
deeply concerned with their relationships with others as well has humanity at large.
They have a desire to contribute to the welfare of all and find it rewarding in helping
other people realize their human potential (Butt “INFJ”). INFJs value solitude as well as
the opportunity to concentrate on what is important to them.
Mediator (INFP- A/T)
INFPs are introspective, creative, and idealistic. Their primary function is Introverted
Feeling in which they know what they value. They have the ability to relate to others.
Their auxiliary function is Extraverted Intuition in which they are able to see different
paths/ways of doing something.
GHPIBM Page 14
Protagonist (ENFJ- A/T)
ENFJs are altruistic, introspective, friendly, and idealistic. Their primary function is
Extraverted Feeling, so they naturally work well in matters concerning other people.
Their auxiliary function is Introverted Intuition which allows them to have a clear
perception of the inner workings of the mind which makes them aware of other people's
needs. The ENFJ is more reserved than other extraverted types.
Campaigner (ENFP- A/T)
ENFPs are animated, inspiring, and innovative. Their primary function is Extraverted
Intuition which makes them people-oriented while their auxiliary function is Introverted
Feeling. They are readily able to grasp feelings which make it easy for this type to
connect with others. They convey themselves to other people through speech,
mannerisms, and expression. ENFPs enjoy both ideas and people: they wish to be
helpful and are generally admired.
3.5 SENTINALS
Logistician (ISTJ- A/T)
ISTJs are loyal, logical, and responsible. The primary function of the ISTJ is Introverted
Sensing, which means they like things to be quantifiable. The auxiliary function is
Extraverted Thinking, so they will willingly speak if only data is to be presented;
otherwise, the ISTJ will remain silent. They work with facts and take a methodical
approach towards solving problems. They will also put themselves at risk to carry out
any task assigned to them. They generally know right from wrong in their areas of
interest and responsibility which makes them devoted and dutiful individuals.
Protagonist (ENFJ- A/T)
ENFJs are altruistic, introspective, friendly, and idealistic. Their primary function is
Extraverted Feeling, so they naturally work well in matters concerning other people.
Their auxiliary function is Introverted Intuition which allows them to have a clear
perception of the inner workings of the mind which makes them aware of other people's
needs. The ENFJ is more reserved than other extraverted types.
Campaigner (ENFP- A/T)
ENFPs are animated, inspiring, and innovative. Their primary function is Extraverted
Intuition which makes them people-oriented while their auxiliary function is Introverted
Feeling. They are readily able to grasp feelings which make it easy for this type to
connect with others. They convey themselves to other people through speech,
mannerisms, and expression. ENFPs enjoy both ideas and people: they wish to be
helpful and are generally admired.
3.5 SENTINALS
Logistician (ISTJ- A/T)
ISTJs are loyal, logical, and responsible. The primary function of the ISTJ is Introverted
Sensing, which means they like things to be quantifiable. The auxiliary function is
Extraverted Thinking, so they will willingly speak if only data is to be presented;
otherwise, the ISTJ will remain silent. They work with facts and take a methodical
approach towards solving problems. They will also put themselves at risk to carry out
any task assigned to them. They generally know right from wrong in their areas of
interest and responsibility which makes them devoted and dutiful individuals.
GHPIBM Page 15
Defender (ISFJ- A/T)
ISFJs are traditional, supportive, and dutiful. The primary function is Introverted
Sensing, meaning they remember data in detail and relate it back to reality. Their
auxiliary function is Extraverted Feeling. They will tailor their needs to fit with those of
others. Because they work so hard due to their dutiful nature, they are often taken
advantage of or taken for granted.
Executive (ESTJ- A/T)
ESTJs are responsible, realistic, and conventional. Their primary function is Extraverted
Thinking while their auxiliary function is Introverted Sensing. This allows them to
recognize concrete needs and remember data in detail. They are more focused on
linking the past to the present. They use logic and traditional principles to guide them
through life. They are quick to come up with a plan and finish it off. They place
importance on closure. Because of this, they may take on leadership roles. They are
self-confident and assertive.
Consul (ESTJ- A/T)
ESTJs are responsible, realistic, and conventional. Their primary function is Extraverted
Thinking while their auxiliary function is Introverted Sensing. This allows them to
recognize concrete needs and remember data in detail. They are more focused on
linking the past to the present. They use logic and traditional principles to guide them
through life. They are quick to come up with a plan and finish it off. They place
importance on closure. Because of this, they may take on leadership roles. They are
self-confident and assertive.
3.6 EXPLORER
Defender (ISFJ- A/T)
ISFJs are traditional, supportive, and dutiful. The primary function is Introverted
Sensing, meaning they remember data in detail and relate it back to reality. Their
auxiliary function is Extraverted Feeling. They will tailor their needs to fit with those of
others. Because they work so hard due to their dutiful nature, they are often taken
advantage of or taken for granted.
Executive (ESTJ- A/T)
ESTJs are responsible, realistic, and conventional. Their primary function is Extraverted
Thinking while their auxiliary function is Introverted Sensing. This allows them to
recognize concrete needs and remember data in detail. They are more focused on
linking the past to the present. They use logic and traditional principles to guide them
through life. They are quick to come up with a plan and finish it off. They place
importance on closure. Because of this, they may take on leadership roles. They are
self-confident and assertive.
Consul (ESTJ- A/T)
ESTJs are responsible, realistic, and conventional. Their primary function is Extraverted
Thinking while their auxiliary function is Introverted Sensing. This allows them to
recognize concrete needs and remember data in detail. They are more focused on
linking the past to the present. They use logic and traditional principles to guide them
through life. They are quick to come up with a plan and finish it off. They place
importance on closure. Because of this, they may take on leadership roles. They are
self-confident and assertive.
3.6 EXPLORER
GHPIBM Page 16
Virtuoso (ISTP- A/T)
ISTPs are independent, adaptable, and objective. Their primary function is Introverted
Thinking which allows them to analyze data and notice inconsistencies. In turn, their
auxiliary function is Extraverted Sensing which makes them hands-on people who
process data through their five senses. The ISTP enjoys working with their hands while
evaluating a complex system. They enjoy deconstructing and reconstructing a system to
better learn how it works.
Adventurer (ISFJ- A/T)
INFJs are creative, compassionate, gentle, and complex. Their primary function is
Introverted Intuition while their auxiliary function is Extraverted Feeling in which they are
deeply concerned with their relationships with others as well has humanity at large.
They have a desire to contribute to the welfare of all and find it rewarding in helping
other people realize their human potential (Butt “INFJ”). INFJs value solitude as well as
the opportunity to concentrate on what is important to them. If they find something
particularly interesting, they will go beyond and research that specific topic and often
ruminate over it. They are often perceived as the “model” student. Despite working well
with groups and individuals, they need time to recharge.
Entrepreneur (ESTP- A/T)
ESTPs are “doers”, pragmatic, and spontaneous. The primary function of an ESTP is
Extraverted Sensing in which they take in the world through their senses and view it in a
concrete fashion. They auxiliary function is Introverted Thinking in which they are able
to categorize data and apply it. They place limited importance in concept and theory and
prefer to focus on what needs to be done. They view rules as guidelines and will follow
them so long as it is convenient.
Entertainer (ESFJ- A/T)
ESFJs are friendly, practical, and organized. The primary function is Extraverted Feeling
which makes them extremely capable of expressing their emotions. Their auxiliary
function is Introverted Sensing, in which outside data is taken in and compared with
their inner judgment. ESFJs are guardians of the emotions of others. They are always
looking to protect others feelings above all other things. In decision making they always
consider how their choice will impact all those involved.
Virtuoso (ISTP- A/T)
ISTPs are independent, adaptable, and objective. Their primary function is Introverted
Thinking which allows them to analyze data and notice inconsistencies. In turn, their
auxiliary function is Extraverted Sensing which makes them hands-on people who
process data through their five senses. The ISTP enjoys working with their hands while
evaluating a complex system. They enjoy deconstructing and reconstructing a system to
better learn how it works.
Adventurer (ISFJ- A/T)
INFJs are creative, compassionate, gentle, and complex. Their primary function is
Introverted Intuition while their auxiliary function is Extraverted Feeling in which they are
deeply concerned with their relationships with others as well has humanity at large.
They have a desire to contribute to the welfare of all and find it rewarding in helping
other people realize their human potential (Butt “INFJ”). INFJs value solitude as well as
the opportunity to concentrate on what is important to them. If they find something
particularly interesting, they will go beyond and research that specific topic and often
ruminate over it. They are often perceived as the “model” student. Despite working well
with groups and individuals, they need time to recharge.
Entrepreneur (ESTP- A/T)
ESTPs are “doers”, pragmatic, and spontaneous. The primary function of an ESTP is
Extraverted Sensing in which they take in the world through their senses and view it in a
concrete fashion. They auxiliary function is Introverted Thinking in which they are able
to categorize data and apply it. They place limited importance in concept and theory and
prefer to focus on what needs to be done. They view rules as guidelines and will follow
them so long as it is convenient.
Entertainer (ESFJ- A/T)
ESFJs are friendly, practical, and organized. The primary function is Extraverted Feeling
which makes them extremely capable of expressing their emotions. Their auxiliary
function is Introverted Sensing, in which outside data is taken in and compared with
their inner judgment. ESFJs are guardians of the emotions of others. They are always
looking to protect others feelings above all other things. In decision making they always
consider how their choice will impact all those involved.
GHPIBM Page 17
4 Determinants of personality
4.1 Heredity and Personality
Heredity is another factor determining human personality. Some of the similarities in
man’s personality are said to be due to his common heredity. Every human group
inherits the same general set of biological needs and capacities. These common needs
and capacities explain some of our similarities in personality. Man originates from the
union of male and female germ cells into a single cell which is formed at the moment of
conception.
4.2 Environmental Factors
To the extent that the physical environment determines cultural development and to the
extent, that culture in turn determines personality, a relationship between personality
and environment becomes clear. Some two thousand years ago, Aristotle claimed that
people living in Northern Europe were owing to a cold climate, full of spirit but lacking in
intelligence and skill. The natives of Asia, on the other hand, are intelligent and
inventive but lack in spirit, and are, therefore, slaves.
4.3 Personality and Culture
The culture provides the raw material of which the individual makes his life. The
traditions, customs, mores, religion, institutions, moral and social standards of a group
affect the personality of the group members. From the moment of birth, the child is
treated in ways which shape his personality. Every culture exerts a series of general
influences upon the individuals who grow up under it.
The personality of the Hindus in India differs greatly from that of Englishmen. Why? The
answer is ‘a different Hindu culture’. The Hindu culture lays emphasis not on material
and worldly things, but on things spiritual and religious. In every Hindu family there is a
religious environment. The mother gets up early in the morning, takes bath and spends
an hour in meditation.
4 Determinants of personality
4.1 Heredity and Personality
Heredity is another factor determining human personality. Some of the similarities in
man’s personality are said to be due to his common heredity. Every human group
inherits the same general set of biological needs and capacities. These common needs
and capacities explain some of our similarities in personality. Man originates from the
union of male and female germ cells into a single cell which is formed at the moment of
conception.
4.2 Environmental Factors
To the extent that the physical environment determines cultural development and to the
extent, that culture in turn determines personality, a relationship between personality
and environment becomes clear. Some two thousand years ago, Aristotle claimed that
people living in Northern Europe were owing to a cold climate, full of spirit but lacking in
intelligence and skill. The natives of Asia, on the other hand, are intelligent and
inventive but lack in spirit, and are, therefore, slaves.
4.3 Personality and Culture
The culture provides the raw material of which the individual makes his life. The
traditions, customs, mores, religion, institutions, moral and social standards of a group
affect the personality of the group members. From the moment of birth, the child is
treated in ways which shape his personality. Every culture exerts a series of general
influences upon the individuals who grow up under it.
The personality of the Hindus in India differs greatly from that of Englishmen. Why? The
answer is ‘a different Hindu culture’. The Hindu culture lays emphasis not on material
and worldly things, but on things spiritual and religious. In every Hindu family there is a
religious environment. The mother gets up early in the morning, takes bath and spends
an hour in meditation.
GHPIBM Page 18
5 Freud’s Model of Personality Development
The famed psychoanalyst Sigmund Freud believed that behavior and personality were
derived from the constant and unique interaction of conflicting psychological forces that
operate at three different levels of awareness: the preconscious, conscious,
and unconscious. He believed that each of these parts of the mind plays an important
role in influencing behavior.
In order to understand the ins and outs of Freud's theory, it is essential to first
understand what he believed each part of personality did, how it operated, and how
these three elements interact to contribute to the human experience. Learn more about
each of these levels of awareness and the role that they play in shaping human
behavior and thought.
5.1 Freud's Three Levels of Mind
Freud delineated the mind in the distinct levels, each with their own roles and functions:
The preconscious consists of anything that could potentially be brought into the
conscious mind.
The conscious mind contains all of the thoughts, memories, feelings, and
wishes of which we are aware at any given moment. This is the aspect of our
mental processing that we can think and talk about rationally. This also includes
our memory, which is not always part of consciousness but can be retrieved
easily and brought into awareness.
The unconscious mind is a reservoir of feelings, thoughts, urges, and
memories that are outside of our conscious awareness. The unconscious
contains contents that are unacceptable or unpleasant, such as feelings of pain,
anxiety, or conflict.
5 Freud’s Model of Personality Development
The famed psychoanalyst Sigmund Freud believed that behavior and personality were
derived from the constant and unique interaction of conflicting psychological forces that
operate at three different levels of awareness: the preconscious, conscious,
and unconscious. He believed that each of these parts of the mind plays an important
role in influencing behavior.
In order to understand the ins and outs of Freud's theory, it is essential to first
understand what he believed each part of personality did, how it operated, and how
these three elements interact to contribute to the human experience. Learn more about
each of these levels of awareness and the role that they play in shaping human
behavior and thought.
5.1 Freud's Three Levels of Mind
Freud delineated the mind in the distinct levels, each with their own roles and functions:
The preconscious consists of anything that could potentially be brought into the
conscious mind.
The conscious mind contains all of the thoughts, memories, feelings, and
wishes of which we are aware at any given moment. This is the aspect of our
mental processing that we can think and talk about rationally. This also includes
our memory, which is not always part of consciousness but can be retrieved
easily and brought into awareness.
The unconscious mind is a reservoir of feelings, thoughts, urges, and
memories that are outside of our conscious awareness. The unconscious
contains contents that are unacceptable or unpleasant, such as feelings of pain,
anxiety, or conflict.
GHPIBM Page 19
Freud likened the three levels of mind to an iceberg. The top of the iceberg that you can
see above the water represents the conscious mind. The part of the iceberg that is
submerged below the water but is still visible is the preconscious. The bulk of the
iceberg that lies unseen beneath the waterline represents the unconscious.
6 Personality: Where does it come from and how does it work?
How do our personalities develop? What do we come with and what is built from our
experiences? Once developed, how does personality work? These questions have been
steeped in controversy for almost as long as psychology has existed.
In an article in Psychological Review, Carol Dweck tackles these issues. She proposes
that our personalities develop around basic needs, and she begins by documenting the
three basic psychological needs we all come with: the need to predict our world, the
need to build competence to act on our world, and, because we are social beings, the
need for acceptance from others.
Infants arrive highly prepared to meet these needs they are brilliant, voracious learners
on the lookout for need-relevant information. Then, as infants try to meet their needs,
something important happens. They start building beliefs about their world and their role
in it: Is the world good or bad, safe or dangerous? Can I act on my world to meet my
needs?
Freud likened the three levels of mind to an iceberg. The top of the iceberg that you can
see above the water represents the conscious mind. The part of the iceberg that is
submerged below the water but is still visible is the preconscious. The bulk of the
iceberg that lies unseen beneath the waterline represents the unconscious.
6 Personality: Where does it come from and how does it work?
How do our personalities develop? What do we come with and what is built from our
experiences? Once developed, how does personality work? These questions have been
steeped in controversy for almost as long as psychology has existed.
In an article in Psychological Review, Carol Dweck tackles these issues. She proposes
that our personalities develop around basic needs, and she begins by documenting the
three basic psychological needs we all come with: the need to predict our world, the
need to build competence to act on our world, and, because we are social beings, the
need for acceptance from others.
Infants arrive highly prepared to meet these needs they are brilliant, voracious learners
on the lookout for need-relevant information. Then, as infants try to meet their needs,
something important happens. They start building beliefs about their world and their role
in it: Is the world good or bad, safe or dangerous? Can I act on my world to meet my
needs?
GHPIBM Page 20
6.1 B-E-A-T
These beliefs, plus the emotions and action tendencies that are stored with them, are
termed "BEATs." They represent the accumulated experiences people have had trying
to meet their needs, and they play a key role in personality both the invisible and the
visible parts of personality. The invisible part of personality consists of the needs and
BEATs. They form the basis of personality and they drive and guide the visible part. The
visible part happens when the needs and BEATs create the actual goals people pursue
in the world what people actually do.
Take the following example. Some people are conscientious; they actively pursue
achievement and exercise self-discipline and perseverance. That's the visible part.
Everyone has a need for competence, but how people pursue competence whether
they do so in a conscientious manner will depend on their BEATs. Research shows that
some people hold the belief that their abilities are simply fixed traits. When they are
confronted with a challenging task, they may choose an easier one instead because the
challenging task carries a risk. It could expose their fixed ability as deficient; it could
undermine their sense of competence.
However, other people believe that their abilities can be developed. They are more
likely to welcome the challenging task and stick to it in the face of setbacks in order to
develop their competence. They display the hallmarks of conscientiousness. In other
words, underlying BEATs can have a pronounced effect on the visible "personality"
people display as they pursue their goals. Temperament can also be important. For
example, if children are shy or fearful it can make certain needs (such as the need for
predictability) stronger than others, and it can affect the way they react to things that
happen to them both of which can mold the BEATs they develop and carry forward.
What are the implications of this theory: First, it means that our personality develops
around our motivations (our needs and goals) and is not simply about traits we're born
with. The theory also reveals the invisible parts of personality and shows how we can
identify and address important BEATs (particularly beliefs) to promote personality
change.
7 Personality Development Tips
While coming to a certain age, everyone fears for personality development and
searches for personality development tips. But still, everyone tries to improve his
persona, that’s when personality development comes in.
Do you have any idea about what exactly personality is and how does personality
develop? If you think personality means looking good and attractive then my friend you
are absolutely wrong. Personality is a very broad term and takes into account the
physical as well as the mental state of an individual. No matter where you go; be it an
6.1 B-E-A-T
These beliefs, plus the emotions and action tendencies that are stored with them, are
termed "BEATs." They represent the accumulated experiences people have had trying
to meet their needs, and they play a key role in personality both the invisible and the
visible parts of personality. The invisible part of personality consists of the needs and
BEATs. They form the basis of personality and they drive and guide the visible part. The
visible part happens when the needs and BEATs create the actual goals people pursue
in the world what people actually do.
Take the following example. Some people are conscientious; they actively pursue
achievement and exercise self-discipline and perseverance. That's the visible part.
Everyone has a need for competence, but how people pursue competence whether
they do so in a conscientious manner will depend on their BEATs. Research shows that
some people hold the belief that their abilities are simply fixed traits. When they are
confronted with a challenging task, they may choose an easier one instead because the
challenging task carries a risk. It could expose their fixed ability as deficient; it could
undermine their sense of competence.
However, other people believe that their abilities can be developed. They are more
likely to welcome the challenging task and stick to it in the face of setbacks in order to
develop their competence. They display the hallmarks of conscientiousness. In other
words, underlying BEATs can have a pronounced effect on the visible "personality"
people display as they pursue their goals. Temperament can also be important. For
example, if children are shy or fearful it can make certain needs (such as the need for
predictability) stronger than others, and it can affect the way they react to things that
happen to them both of which can mold the BEATs they develop and carry forward.
What are the implications of this theory: First, it means that our personality develops
around our motivations (our needs and goals) and is not simply about traits we're born
with. The theory also reveals the invisible parts of personality and shows how we can
identify and address important BEATs (particularly beliefs) to promote personality
change.
7 Personality Development Tips
While coming to a certain age, everyone fears for personality development and
searches for personality development tips. But still, everyone tries to improve his
persona, that’s when personality development comes in.
Do you have any idea about what exactly personality is and how does personality
develop? If you think personality means looking good and attractive then my friend you
are absolutely wrong. Personality is a very broad term and takes into account the
physical as well as the mental state of an individual. No matter where you go; be it an
GHPIBM Page 21
interview or your daily working place your overall personality plays a very crucial role in
determining your success.
The following are the important personality improvement tips that can help you in
developing your personality:
Dress up well: Focus on how you should dress up for office, party or any other
occasion. Wear according to the occasions. Good looks no doubt will add to your
personality but what matters the most is how you are dressed up. It plays a major role in
personality development.
Each person is unique: Remember that each individual is different and has his/ her
unique characteristics and qualities. Comparing yourself to others around only
increases the distress, especially when you start focusing on where you are lacking
compared to others. It is important that you channelize your energy towards your
positive traits. So never imitate anyone. Be the one which you are in actual and never
pretend.
Learn social skills: Only good-looking will never be sufficient to take you forward in life
or help you in your relationships with people. Instead, hone your social skills. The more
success one has in social spheres of life, the better you would feel about yourself. Try to
make use of positive gestures while interacting with others and watch out for your
body language too.
Know your positives: If every individual has his or her limitations, then he or she also
has positives. These positive are what you need to concentrate on. Know your
strengths. Acknowledge them and work with them. It would definitely help you to
overcome your challenges and take you into a long run.
Don’t Give Up: I know this sound like an obvious one to end on, but there are loads of
people who literally could have made it through with only a few more weeks or months
of effort. They had done everything right apart from seeing it through to success and it
was just that final bit of belief that prevented them.
Be funny & don’t be serious always: No one likes boring and serious people.
Everyone enjoys the company of someone who makes them laugh. Do not beat around
the bush just to make others laugh. Try to add fun while having the conversation; others
will naturally be attracted to you.
interview or your daily working place your overall personality plays a very crucial role in
determining your success.
The following are the important personality improvement tips that can help you in
developing your personality:
Dress up well: Focus on how you should dress up for office, party or any other
occasion. Wear according to the occasions. Good looks no doubt will add to your
personality but what matters the most is how you are dressed up. It plays a major role in
personality development.
Each person is unique: Remember that each individual is different and has his/ her
unique characteristics and qualities. Comparing yourself to others around only
increases the distress, especially when you start focusing on where you are lacking
compared to others. It is important that you channelize your energy towards your
positive traits. So never imitate anyone. Be the one which you are in actual and never
pretend.
Learn social skills: Only good-looking will never be sufficient to take you forward in life
or help you in your relationships with people. Instead, hone your social skills. The more
success one has in social spheres of life, the better you would feel about yourself. Try to
make use of positive gestures while interacting with others and watch out for your
body language too.
Know your positives: If every individual has his or her limitations, then he or she also
has positives. These positive are what you need to concentrate on. Know your
strengths. Acknowledge them and work with them. It would definitely help you to
overcome your challenges and take you into a long run.
Don’t Give Up: I know this sound like an obvious one to end on, but there are loads of
people who literally could have made it through with only a few more weeks or months
of effort. They had done everything right apart from seeing it through to success and it
was just that final bit of belief that prevented them.
Be funny & don’t be serious always: No one likes boring and serious people.
Everyone enjoys the company of someone who makes them laugh. Do not beat around
the bush just to make others laugh. Try to add fun while having the conversation; others
will naturally be attracted to you.
GHPIBM Page 22
8 Personality Traits Every Manager Should Have
When you envision your perfect boss, you probably hope that they're sweet as pie,
know how to kick ass at their job, and bring puppies into work every day (just me?).
Even though those seem like very logical options, you do want a manager to have
certain personality traits to develop and inspire their staff. A supervisor doesn't just sit
at their desk all day, completing their own assignments. They have the responsibility to
bring out the best in their staff and provide guidance when their employees need it
most. It's about being a team player and making sure they lead by example.
But how does a manager develop these types of skills? "When I was a recruiter, for
example, when there were candidates with practically identical resumes, the one with
strong soft skills always landed the job. Simply put, they were likable. It's never a bad
idea to grow and learn, so if you're already a supervisor, hope to aspire to be one in the
near future, or just work under one, check out these nine personality traits you should
have to be considered a great manager.
They're Team-Oriented: A good manager wants to set a great example to their team
by not being afraid to get their hands dirty and knowing that it's not all about them but
their employees as well. "Make it clear that you’re part of the team, and that you all
strive for the best to make each other look good. This, of course, stems from the top.
Set a good example get to work on time, if not early; abide by the company’s dress
code and demonstrate good work ethic you can’t expect your team to respect you and
work hard for you if you’re slacking off".
They Know How To Communicate & Listen Well: If there's one personality trait that
every manager should strive to have is to be a great communicator. If they don't know
how to encourage their staff, delegate assignments, or critique performances, then
they might have a hard time connecting with their employees in the long run.
"Excellent managers must be good listeners. They should be good communicators
overall, but a key element of that is listening skills".
They Have An Open Mind: While it's a good thing to have a clear vision of what one
might want, a great manager should be willing to accept new ideas. For instance, an
employee can feel frustrated when a supervisor constantly shuts down their ideas
because it doesn't fit in their "vision." "Be open to a conversation and [consider] others’
viewpoints. Listen to all sides, in particular, if two or more employees are quarreling".
They're Transparent: A great manager understands how important it is to keep their
staff in the loop. They're not afraid to deliver bad news, but when they do, they
encourage their staff to ask questions and give feedback. "[You must have] strong
communication skills and [know how to be] transparent mean what you say and say
what you mean. Walk the walk, talk the talk and listen.
8 Personality Traits Every Manager Should Have
When you envision your perfect boss, you probably hope that they're sweet as pie,
know how to kick ass at their job, and bring puppies into work every day (just me?).
Even though those seem like very logical options, you do want a manager to have
certain personality traits to develop and inspire their staff. A supervisor doesn't just sit
at their desk all day, completing their own assignments. They have the responsibility to
bring out the best in their staff and provide guidance when their employees need it
most. It's about being a team player and making sure they lead by example.
But how does a manager develop these types of skills? "When I was a recruiter, for
example, when there were candidates with practically identical resumes, the one with
strong soft skills always landed the job. Simply put, they were likable. It's never a bad
idea to grow and learn, so if you're already a supervisor, hope to aspire to be one in the
near future, or just work under one, check out these nine personality traits you should
have to be considered a great manager.
They're Team-Oriented: A good manager wants to set a great example to their team
by not being afraid to get their hands dirty and knowing that it's not all about them but
their employees as well. "Make it clear that you’re part of the team, and that you all
strive for the best to make each other look good. This, of course, stems from the top.
Set a good example get to work on time, if not early; abide by the company’s dress
code and demonstrate good work ethic you can’t expect your team to respect you and
work hard for you if you’re slacking off".
They Know How To Communicate & Listen Well: If there's one personality trait that
every manager should strive to have is to be a great communicator. If they don't know
how to encourage their staff, delegate assignments, or critique performances, then
they might have a hard time connecting with their employees in the long run.
"Excellent managers must be good listeners. They should be good communicators
overall, but a key element of that is listening skills".
They Have An Open Mind: While it's a good thing to have a clear vision of what one
might want, a great manager should be willing to accept new ideas. For instance, an
employee can feel frustrated when a supervisor constantly shuts down their ideas
because it doesn't fit in their "vision." "Be open to a conversation and [consider] others’
viewpoints. Listen to all sides, in particular, if two or more employees are quarreling".
They're Transparent: A great manager understands how important it is to keep their
staff in the loop. They're not afraid to deliver bad news, but when they do, they
encourage their staff to ask questions and give feedback. "[You must have] strong
communication skills and [know how to be] transparent mean what you say and say
what you mean. Walk the walk, talk the talk and listen.
GHPIBM Page 23
They're Adaptable: It's completely normal for changes to occur when a company is
growing — heck you hope for it! But if your boss doesn't know how to adapt, then they
could prevent you from growing as well. "Being a manager requires working with a lot of
different personalities. A good manager will be able to flex their style to adapt to their
employee's needs. I recommend managers have each employee create a 'Guide to
Working with Me' that lists all of their preferences. This could include things like their hot
buttons, how to motivate them, and how they like to receive praise.
They're Dependable: Employees need to feel like they can depend on their boss,
especially when it comes to keeping their word. But it's kind of hard to expect that when
you're constantly running around like a chicken with your head cut off, trying to find your
boss. "Managers need to be viewed as likable, respectable, and trustworthy by their
team. While managers do need to complete their own tasks, it's also their responsibility
to develop and manage their staff. But whether you're trying to become a better
manager yourself or currently work under a supervisor, these are some of the best
personality traits any manager should have.
9 Personality of Akshay Kumar
They're Adaptable: It's completely normal for changes to occur when a company is
growing — heck you hope for it! But if your boss doesn't know how to adapt, then they
could prevent you from growing as well. "Being a manager requires working with a lot of
different personalities. A good manager will be able to flex their style to adapt to their
employee's needs. I recommend managers have each employee create a 'Guide to
Working with Me' that lists all of their preferences. This could include things like their hot
buttons, how to motivate them, and how they like to receive praise.
They're Dependable: Employees need to feel like they can depend on their boss,
especially when it comes to keeping their word. But it's kind of hard to expect that when
you're constantly running around like a chicken with your head cut off, trying to find your
boss. "Managers need to be viewed as likable, respectable, and trustworthy by their
team. While managers do need to complete their own tasks, it's also their responsibility
to develop and manage their staff. But whether you're trying to become a better
manager yourself or currently work under a supervisor, these are some of the best
personality traits any manager should have.
9 Personality of Akshay Kumar
GHPIBM Page 24
10 Conclusion
Realize the vast commonalties in the human experience:
People would rather be happy than sad.
People would rather live a fulfilling life than an empty life.
People want the acceptance and enjoyment of other people's company. Social
interaction is the desired norm.
Do not isolate yourself from life's possibilities.
Try to accentuate your extroverted tendencies, and openness towards new
ideas.
If you act friendly, people will think you’re friendly, and respond in kind.
Final Message: Life is Good!
11 Bibliography
Personality origin- https://www.scribd.com/doc/25953026/The-Word-personality-
Derives-From-the-Latin
Personality- https://www.britannica.com/topic/personality
Personality A and B- http://www.psych.uncc.edu/pagoolka/TypeA-B-intro.html
The Big five or OCEANS- https://www.123test.com/big-five-personality-theory/
MBTI- https://www.16personalities.com/articles/our-theory
Personality types- https://www.16personalities.com/personality-types
For personality test refer- https://www.16personalities.com/free-personality-test
Personality determinants- http://www.yourarticlelibrary.com/personality/personality-
meaning-and-determinants-of-personality/24336
Freud's personality- https://www.verywellmind.com/the-id-ego-and-superego-2795951
Personality and where does it comes from-
https://www.apa.org/pubs/highlights/spotlight/issue-111
Personality development tips- Personality Development and Soft Skills by Barun
Mitra
Personality traits of a good manager- https://www.bustle.com/articles/185698-9-
personality-traits-every-manager-should-have-no-matter-what-type-of-job-they-have
An example of personality- https://www.youtube.com/watch?v=KSf3vde-odQ
10 Conclusion
Realize the vast commonalties in the human experience:
People would rather be happy than sad.
People would rather live a fulfilling life than an empty life.
People want the acceptance and enjoyment of other people's company. Social
interaction is the desired norm.
Do not isolate yourself from life's possibilities.
Try to accentuate your extroverted tendencies, and openness towards new
ideas.
If you act friendly, people will think you’re friendly, and respond in kind.
Final Message: Life is Good!
11 Bibliography
Personality origin- https://www.scribd.com/doc/25953026/The-Word-personality-
Derives-From-the-Latin
Personality- https://www.britannica.com/topic/personality
Personality A and B- http://www.psych.uncc.edu/pagoolka/TypeA-B-intro.html
The Big five or OCEANS- https://www.123test.com/big-five-personality-theory/
MBTI- https://www.16personalities.com/articles/our-theory
Personality types- https://www.16personalities.com/personality-types
For personality test refer- https://www.16personalities.com/free-personality-test
Personality determinants- http://www.yourarticlelibrary.com/personality/personality-
meaning-and-determinants-of-personality/24336
Freud's personality- https://www.verywellmind.com/the-id-ego-and-superego-2795951
Personality and where does it comes from-
https://www.apa.org/pubs/highlights/spotlight/issue-111
Personality development tips- Personality Development and Soft Skills by Barun
Mitra
Personality traits of a good manager- https://www.bustle.com/articles/185698-9-
personality-traits-every-manager-should-have-no-matter-what-type-of-job-they-have
An example of personality- https://www.youtube.com/watch?v=KSf3vde-odQ
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