Task 1

YOUR PERSONALITY
TYPE (e.g., ESFJ): ____ENFP________________ (.25 pt)

Description Statement Do you agree or disagree with the Description Statement? Why
(.5 pt each) or why not? (1 pt each)
(e.g.,” ESFJs enjoy being in (e.g., I agree with this description because I usually understand
charge”) what needs to be done and don’t like waiting for other people to
figure things out.)
1. They are outgoing and Yes, I agree because I am energized by social interactions and
warm (Humanmetrics) enjoy engaging with various people.
2. ENFPs like to tell Yes, I agree because a lot of my friends believe I am funny and love
funny stories, to be around me
especially about their
friends
(Humanmetrics)
3. ENFPs can be the Yes, I agree because I am a caring individual who is genuinely
warmest, kindest, and interested in the well-being of others.
most sympathetic of
mates; affectionate,
demonstrative, and
spontaneous.
(Humanmetrics)
4. ENFPs are pleasant Yes, I agree because I am warm, affectionate, and supportive
and friendly
(Humanmetrics)
5. ENFPs get distracted, Yes, I believe especially when I am playing games.
especially if another
interesting issue
arises.
(Humanmetrics)

Meetings can be a snooze fest. That’s why, as an ENFP, I love making them engage and collaborate. My
natural warmth and friendliness help me connect with everyone on the team, creating a positive and
supportive work environment. Please think of me as your cheerleader, always finding ways to motivate
and inspire the crew.
Sometimes that shiny new idea can catch my eye mid-project, threatening to send my focus on a little
detour, but fear not! I've got a plan. To-do lists become my best friend and project management tools are
my secret weapon. By setting clear goals and delegating tasks, I can ensure everyone's on the same page
and the project keeps moving forward, even when my mind wanders.
I'm all about building bridges, not walls. My genuine interest in everyone's well-being means I'm a great
listener and supporter. Together, we can turn those project deadlines into victory dances!
Task 2

 Self-awareness: __12______
 Self-management: ___12____
 Motivation: ___16____
 Empathy: __13_____
 Relationship Management: __12____

Based on the result, my biggest strength is motivation, scoring a 16. That means I'm good at holding off
on immediate rewards for bigger goals. It makes sense since I've always been into challenges and tend to
get a lot done. I guess that shows I've got a strong push to achieve what I want.

On the flip side, my empathy score of 13 seems to be where I could use some work. It's not like I'm
uncaring, but maybe understanding others' feelings and viewpoints isn't as natural for me. This matters
because good communication and teamwork often depend on seeing things from others' perspectives. If I
can improve my empathy, it could lead to way better connections with people and a deeper understanding
of where they're coming from.

This assessment opened my eyes. It's great to know what I'm good at, but it's just as important to see
where I can grow. Maybe I'll start by being more aware of how my words and actions impact others.

Task 3
Providing Direction
Do not Do Do
do well somewh well
at well
1. I articulate my personal objectives to others that I 1 2 (Yes) 3
work/interact with.
2. I foster the fulfillment of a common vision. 1 2 3 (Yes)
3. I clarify roles and responsibilities. 1 2 3 (Yes)
4. I define priorities for my team/group. 1 2 3 (Yes)
5. I make planning strategically a high priority. 1 2 3 (Yes)
Leading Courageously
Do not Do Do
do well somewh well
at well
1. I take a stand for my values. 1 2 3
(Yes)
2. I understand my ethical responsibility and act 1 2 (Yes) 3
accordingly.
3. I deal with issues and concerns promptly. 1 2 (Yes) 3
4. I challenge others to make right choices. 1 (Yes) 2 3
5. I make tough decisions regardless of people’s approval 1 2 (Yes) 3
or rejection.

Fostering Teamwork
Do not Do Do
do well somewh well
at well
1. I prefer to work on tasks with a team versus 1 2 (Yes) 3
individually.
2. I regularly build team/group spirit and morale and get 1 2 3
results. (Yes)
3. I encourage interaction and collaboration among 1 2 3
team/group members. (Yes)
4. I lead the celebration of team/ group accomplishments. 1 2 3
(Yes)
5. To garner diverse perspectives, I solicit input from my 1 2 (Yes) 3
team/group members.

Championing Change
Do not Do Do
do well somewh well
at well
1. I recognize the value of leading change. 1 2 3
(Yes)
2. I actively involve others in the change process. 1 2 (Yes) 3
3. I motivate others to embrace change. 1 2 3
(Yes)
4. I assess readiness and resistance to change. 1 2 (Yes) 3
5. I provide the energy that propels people along the 1 2 (Yes) 3
change process, no matter how great the difficulties.

Coaching and Developing People

Do not Do Do
do somewha well
well t well
1. I identify and seek to tap the potential of my 1 2 (Yes) 3
classmates, teammates, co-workers, friends, and/or
family.
2. I consider and offer developmental challenges. 1(Yes) 2 3
3. I find ways to support and encourage others. 1 2 3
(Yes)
Motivating Others
Do not Do Do
do well somewha well
t well
1. I inspire and provoke others to excel. 1 2 (Yes) 3
2. I trust in people’s competence. 1 2 (Yes) 3
3. I establish high performance standards. 1 2 (Yes) 3
4. I lead by setting a positive example that inspires 1 2 3
others. (Yes)
5. I reward performance and provide constructive 1 2 3
feedback. (Yes)

Building Relationships
Do not Do Do
do well somewh well
at well

1. I initiate relationships with others 1 2 3

Yes
2. I work effectively with others who are different from 1 2 3
me. (Ye
s)
3. I prioritize successful resolution of conflict with others. 1 2 (Yes) 3
4. I leverage networks of people to resource and 1 2 3
strengthen my tasks. (Ye
s)
5. I keep others informed about what I’m doing if it affects 1 2 3
them. (Ye
s)

Acting with Integrity

Do not Do Do
do somewhat well
well well

1. I understand that leading begins with leading from the 1 2 3(Y

heart (with compassion, sensitivity, with integrity). es)
2. I value the heart, character, and integrity of myself and 1 2 3
others (Ye
s)
3. I follow through on the promises and commitments that 1 2 3
I make. (Ye
s)
4. I am open to making significant changes in my 1 2 3
behavior when necessary. (Ye
s)
5. I am able to exert self-discipline when needed. 1 2 3
(Ye
s)

Providing direction: 14
Leading courageously: 10

Fostering teamwork: 13

Championing change: 12

Coaching people: 6

Motivating others: 12

Building relationships: 14

Acting with integrity: 15

I've always thrived on helping people reach their full potential, which is why I see myself excelling as a
project manager or team leader. From the assessment, I can offer:

Providing direction: I scored high (14/15!) in providing direction and building relationships. This means I
can break down goals into clear steps and create a collaborative environment where everyone feels
valued.

Acting with integrity: Scoring a perfect 15 in integrity is huge for me. It means I hold myself to the
highest standards and build trust with my team by always acting ethically.

About my growth, there are two skills I'm particularly interested in sharpening:

Leading courageously: My score of 10/15 in leading courageously tells me I can improve here. I want to
be that leader who tackles tough choices head-on, inspiring my team to do the same.

Coaching people: My 6/9 in coaching people highlights an area for development. I want to be more than
just a manager – I want to be a coach who helps my team members grow and reach their full potential.
This, in turn, will lead to project success for everyone.

By working on these things, I can be a better leader. I'm eager to learn, improve, and make a team that
does great things together!

Task 4

Coercive power

Coercive power is when someone in a position of power uses the threat of punishment to force
subordinates into complying with their demands. Fear of punishment is the incentive to comply. There are
many types of coercive power, including expert power, legitimate power, reward power, and
informational power. (Masterclass, 2022)

Example: A project manager might use coercive power by imposing penalties on team members who
consistently miss deadlines or fail to meet project requirements.

Relational Power

Relational Power is the power that someone possesses just because they know the right people or
powerful people. This is based on the relationships and connections a person has with others, allowing
them to influence through trust, respect, and interpersonal connections. (PMC Lounge, 2024)

Example: A team leader who has strong relational power might leverage their relationships with key
stakeholders to gain support for a project or to negotiate resources and timelines effectively.

Guilt-based Power

This is the power that a person exerts by appealing to your sense of honor or duty just to get you to do
what they want. You would feel guilty if you didn’t comply. (PMC Lounge, 2024)

Example: A team member might use guilt-based power by reminding colleagues of past promises or
commitments made regarding project tasks, encouraging them to fulfill their responsibilities.

Expert Power

The ability to gain support because project personnel perceive the project manager as possessing special
knowledge or expertise; that is, he is perceived as possessing functional expertise that they consider
important. (PMI, 2022)

Example: A subject matter expert (SME) on a project team can use expert power to guide and advise
other team members on technical aspects, influencing decisions and problem-solving.

Information Power

Information Power is a form of power that is based on controlling the information needed by others to
reach an important goal. (MBA Brief, 2024)

Example: A project manager who possesses critical information about market trends or competitor
strategies can use this information to guide project direction, make informed decisions, and gain support
from stakeholders.

Avoiding Power

This refers to influencing others by avoiding or withholding certain interactions, resources, or

opportunities.
Example: A project sponsor might use avoiding power by delaying approval or funding for a project until
specific conditions or criteria are met, influencing the project team's priorities and actions.

References
Humanmetrics. (n.d.). ENFP. Retrieved from
https://www.humanmetrics.com/personality/enfp?
d=85QsRWUDjtDBNy3StZmBigiKa-
PMRse2eolguRR53rGSsN8TwDEs2rsU6c46jycxcqZTHf7DJYOJ9Z97wc2KCfe3V5
dloRVDvMfLA021nr41
Masterclass. (2022, June 15). Coercive Power: Definition, Types, and Examples.
Retrieved from https://www.masterclass.com/articles/coercive-power
MBA Brief. (2024, June 1). Information Power. Retrieved from
https://www.mbabrief.com/what_is_information_power.asp
PMC Lounge. (2024, January 1). Power Dynamics in Project Management. Retrieved
from https://www.pmclounge.com/power-dynamics-in-project-management/
PMI. (2022, November 24). The effectiveness of different power styles of project
managers in gaining project support. Retrieved from
https://www.pmi.org/learning/library/power-styles-project-managers-support-
1970#:~:text=4)%20Expert%20Power%20%E2%80%94%20The
%20ability,expertise%20that%20they%20consider%20important.
Appendix