Personality Test - Keirsey Temperament Website You Must Lead Yourself Before You Lead Your Company If you don’t know where you’re going, how will you know when you’ve arrived? If you want to be a great entrepreneur, you must pursue your passions. Doing so creates the virtuous circle of passions leading to success leading to passions leading to success. You must also ensure that your passions are controlled and you’re clear about your own personal ethics, because too much passion can lead to dysfunctional behaviors. This type of introspection is a core part of writing your own personal leadership philosophy. As I look at leadership across four aspects: leading yourself, leading the thinking, leading your people, and leading a balanced life, the first of those sets the stage to build all the others. Why do you get out of bed every day? You must know what the source of your passion is and remember to gravitate toward work that enables you to pursue that passion daily. How will you shape your future? This is about defining your personal “end state”. What guidelines do you live by?
2003 - (Gaskin) A choice blend. What volunteers want from organisation and management At a time of fundamental change in social and demographic trends, volunteer-involving organisations are trying to discover how they can continue to attract people to volunteer and to keep them over time. This report looks mainly at volunteers’ views of their management at a time when it professionalization and formalisation is becoming the dominant management practice. The method was to draw on published research on the subject and 3 focus groups were convened to examine the experiences of current volunteers. Focus groups involved twenty seven current volunteers made up of ten young people (under 25) five retired people and eleven people of mixed ages. The research identified a progressive four stage model of volunteer involvement with eight key pressure points. The four stages are: the non-volunteer, the starter, the doer and the stayer.
Learnng Styles take your test click here to take your learning styles test Information about learning styles and Multiple Intelligence (MI) is helpful for everyone especially for people with learning disabilities and Attention Deficit Disorder. Knowing your learning style will help you develop coping strategies to compensate for your weaknesses and capitalize on your strengths. This page provides an explanation of what learning styles and multiple intelligence are all about, an interactive assessment of your learning style/MI, and practical tips to make your learning style work for you. For ease of use, the page has been divided into six categories: Learning Styles Explained Please Pick a topic: What are learning Styles? What are the types of learning styles? Visual Learners Auditory Learners Kinesthetic Learners What are learning styles? Learning styles are simply different approaches or ways of learning. What are the types of learning styles? Visual Learners: learn through seeing... . Auditory Learners: Their Skills include:
John Maxwell on How to Lead Yourself During a Q&A session at a conference, someone asked, “What has been your greatest challenge as a leader?” “Leading me!” I answered. “That has always been my greatest challenge as a leader.” Some in the audience were surprised by my response. The more experienced leaders were not. Look in the Mirror Learning to lead yourself well is one of the most important things you’ll ever do as a leader. Most people use two totally different sets of criteria for judging themselves and judging others. Take Action How clearly do you see yourself? Keys to Leading Yourself Why is leading yourself well so important? Bishop Fulton J. In contrast, leaders who have never followed well or submitted to authority tend to be prideful, unrealistic, rigid and autocratic. Develop Self-Discipline It’s said that one day, Frederick the Great of Prussia was walking on the outskirts of Berlin when he encountered a very old man walking ramrod-straight in the opposite direction. Each of us is “monarch” over our own lives.
2001 - (Gaskin) Effective organisation and management of public sector volunteer workers: Police Special Constables Author(s): Kevin Gaston (Manchester Business School, Manchester University, Manchester, UK) Jackie A. Alexander (Chief Inspector, Nottinghamshire Police, Nottingham, UK) Citation: Kevin Gaston, Jackie A. Downloads: The fulltext of this document has been downloaded 2446 times since 2006 Abstract: Increasing numbers of people internationally are volunteering their time and expertise to a wide range of public sector and not‐for‐profit organisations. Keywords: Police administration, Voluntary work, Police, Public sector management, Training Type: Publisher: MCB UP Ltd 16 Personality Factors The Sixteen Personality Factor Questionnaire (or 16PF),[1] is a multiple-choice personality questionnaire which was developed over several decades of research by Raymond B. Cattell, Maurice Tatsuoka and Herbert Eber. Beginning in the 1940s, Cattell used the new techniques of factor analysis (based on the correlation coefficient) in an attempt to try to discover and measure the source traits of human personality (Cattell, 1946)(Nevid, 2009).[2][3] The questionnaire measures the 16 primary traits, and the Big Five secondary traits,[4][5] which have become popularized by other authors in recent years. From early in his research, Cattell found that the structure of personality was multi-level and hierarchical, with a structure of interdependent primary and secondary level traits (Cattell, 1946, 1957).[2][6] The sixteen primary factors were a result of factor-analyzing hundreds of measures of everyday behaviors to find the fundamental traits behind them. Outline of Test[edit]
2003 - (Locke et al) Hold on to what you’ve got: the volunteer retention literature This article, based on a review of the literature on volunteer retention, finds many areas of disagreement among researchers about the factors that cause people to remain as volunteers. The section on ‘personal factors and life events’ suggests that changes in personal circumstances may cause people to leave volunteering and that domestic stability may cause them to stay, but is unable to give a clear answer on the part played by people’s demographic profiles or by their personalities, attitudes and religious beliefs. In the same way, the section on ‘organisations and contexts’ suggests that poor management may cause volunteers to leave organisations and that management which is ‘explicit, developmental, supportive and appreciative’ may encourage them to stay, but is forced to point out that the evidence on the influence of the motivation, commitment and satisfaction of the individual volunteer on retention is as yet inconclusive.
Table of similar systems of comparison of temperaments Beginnings[edit] The Roman physician Galen mapped the four temperaments (sanguine, phlegmatic, choleric and melancholic) to a matrix of hot/cold and dry/wet, taken from the four classical elements.[1] Two of these temperaments, sanguine and choleric, shared a common trait: quickness of response (corresponding to "heat"), while the melancholic and phlegmatic shared the opposite, a longer response (coldness). The melancholic and choleric, however, shared a sustained response (dryness), and the sanguine and phlegmatic shared a short-lived response (wetness). This meant that the choleric and melancholic both would tend to hang on to emotions like anger, and thus appear more serious and critical than the fun-loving sanguine, and the peaceful phlegmatic. These are the basis of the two factors that would define temperament in the modern theory. Development[edit] This theory would also be extended to humans. These he compared to the choleric, phlegmatic, melancholic and sanguine respectively.[4]
2010 - (Smith & Cordery) What Works? A Systematic Review of Research and Evaluation Literature on Encouragement and Support of Volunteering The Department of Internal Affairs commissioned this systematic literature review to assist the Lottery Grants Board and its distribution committees to make distribution decisions that are evidence-based, and to focus on the most effective interventions. This literature review summarises academic and practitioner research and evaluation from New Zealand and overseas – mostly Australia, the United Kingdom and the United States – on what works to encourage participation in volunteering and to support the management of volunteers. This literature review focuses on what works for managing formal volunteering carried out through the structure of an organization. This is a ‘workplace’ model for involving and managing volunteers, but it recognises that there is a diversity of volunteers and voluntary organisations. Over 1 million New Zealanders participate in volunteering and the government’s vision is that citizens will actively volunteer, be supported and valued.
Complete relationship chart between psychological ("personality") types Complete relationship chart between psychological ("personality") types Chart #1 Key to the chart: Usage: Type A x Type B -> Intertype Relationship. Example #1: A = 'ENFp ', B = 'INFp ', Cross-reference result = 'Cnt'.Conclusion: Between ENFp and INFp there is Contrary Intertype Relationship. Example #2: A = 'ISTj ', B = 'ENTp ', Cross-reference result = 'Sp<'.Conclusion: Between ISTj and ENTp there is Intertype Relationship of Supervision, where ISTj is Supervisee to ENTp. Chart #2 Usage: Your [A] is [Intertype Relationship] to your [B]. Example #1: A = 'Qid', B = 'Act', Cross-reference result = 'Ego'.Conclusion: Your Quasi-identical is Super-Ego to your Activity Example #2: A = 'Bn<', B = 'Ego', Cross-reference result = 'Bn>'.Conclusion: Your Beneficiary is Benefactor to your Super-Ego.
Personality type This article is about the generic aspects of type theory. For the book by Jung, see Psychological Types. Clinically effective personality typologies[edit] Effective personality typologies reveal and increase knowledge and understanding of individuals, as opposed to diminishing knowledge and understanding as occurs in the case of stereotyping. Types vs. traits[edit] The term type has not been used consistently in psychology and has become the source of some confusion. Type theories[edit] An early form of personality type theory was the Four Temperaments system of Galen, based on the four humours model of Hippocrates; an extended Five Temperaments system based on the classical theory was published in 1958.One example of personality types is Type A and Type B personality theory. Carl Jung[edit] One of the more influential ideas originated in the theoretical work of Carl Jung as published in the book Psychological Types. Four functions of consciousness[edit] Dominant function[edit] See also[edit]
Myers-Briggs Type Indicator Model of personality types A chart with descriptions of each Myers–Briggs personality type and the four dichotomies central to the theory. In personality typology, the Myers–Briggs Type Indicator (MBTI) is an introspective self-report questionnaire indicating differing psychological preferences in how people perceive the world and make decisions. The test attempts to assign a value to each of four categories: introversion or extraversion, sensing or intuition, thinking or feeling, and judging or perceiving. The MBTI was constructed by two Americans: Katharine Cook Briggs and her daughter Isabel Briggs Myers, who were inspired by the book Psychological Types by Swiss psychiatrist Carl Jung. History[edit] Briggs began her research into personality in 1917. After the English translation of Carl Jung's book Psychological Types was published in 1923 (first published in German in 1921), Briggs recognized that Jung's theory was similar to, but went far beyond, her own. Concepts[edit] Notes[edit]