Personal Journal

Name : Purav
Roll :no. :JL23PG098
Section :c
Course : Organizational Behavior

Dear Journal,
I am Purav, the storyteller of my own life’s journey, and I embark on this blank page
with a heart full of anticipation. This journal will be my canvas, my sanctuary, and my
confidant as I navigate the uncharted waters of my thoughts, emotions, and
experiences.
Well, I feel privileged talking about myself so let’s begin with the same. I hail from
Lucknow. I have completed my under-graduation in BA Economics Honors from
Lucknow university in 2023 itself. I have done Intermediate in Commerce from St
Xaviers Collage , Kolkata And after completing the Graduation, I decided to go For
Higher studies and currently, I’m pursuing PGDM from Jaipuria Institute of
Management , Lucknow.
I am inquisitive by nature and an easy-going person. I am a quick learner. After taking
Commerce in class Twelfth, I realized that I have got some interest in business aspects
of things and Business Studies was my favorite subject. I always wanted to delve
deeper into it. I want to learn more about business management and that’s why I am
here at this prestigious institute to learn more and more from our esteemed faculties,
who will eventually help me in becoming a good leader in future. I have got many
awards in academics and extra-curricular activities in my school as well as college.
Recently, I have won gold medal in Box Cricket competition held in my college. I am a
cricket enthusiast.
Playing cricket is one of my favorite hobbies as it helps me to learn a lot of things about
life. Some of the learnings that I would like to share are ; Teamwork makes the dream
work, Practice makes you perfect, Always play to your strengths, You don’t lose the
match until it is finished, the more difficult situation you overcome, the stronger the
person you become in life, Innovation is an infinite game if you want to stay
competitive and perform well consistently, etc.
Through this journal, I hope to discover more about myself, my dreams, and the world
around me. I will record the highs and lows, the lessons learned, and the aspirations
that drive me forward. It is a space where I can embrace my authentic self, free from
judgment or pretense.
As I pour my thoughts onto these pages, I hope to find clarity, healing and inspiration.
The act of journaling is a journey in itself, one that I undertake with an open heart, a
curious mind, and a willingness to grow.
So, here’s to the unwritten stories, the unspoken feelings, and the uncharted territories
of my inner world. I welcome you, dear journal, as my companion in this remarkable
expedition.
With gratitude and hope,
[Purav]

SWOC Analysis:
STRENGTHS (S):
Quick Learner- I am able to learn new things quickly. I am a person who has an
exceptional ability to process, understand and memorize new information. I think, I can
successfully execute what I have learned in a workplace situation.
Resilient- I can deal with pressure situations efficiently. And if I fail, I will try my best to
bounce back. Resilience is the ability to move through and grow from difficult times.
Adaptability- I am quick to adapt to new situations and environments, making it easier
for me to handle change.
Empathy- I possess a high level of empathy, which allows me to understand other’s
perspectives and build strong relationships.
Organizational Skills- I am good at organizing my tasks and managing my time
efficiently, which helps me meet deadlines and achieve goals.

WEAKNESSES (W):
Not good with technological skills-Being a BA graduate, I am not up to the mark with
technology. I lack advanced coding skills, which can be a limitation in certain
professional contexts.
Perfectionism- While attention to detail is important, I tend to be a perfectionist, which
can sometimes slow down my progress.
Fear of public speaking- I am a naturally shy person. I experience nervousness while
speaking in front of public. It can hinder my ability to present ideas effectively.
Hard time saying “NO”- I sometimes hesitate to deny any requests and end up saying
‘YES’ more handle than I could actually handle. This had led me to feel more stressed
or burnt out.
Impatience- I have a tendency to become impatient when things don’t go as planned,
which can lead to frustration.

OPPORTUNITIES (O):
Upcoming internship- There is an upcoming opportunity of internship as a part of my
college degree where I can develop skills and make more social contacts that can help
me achieve my goals.
Online Courses- The availability of online courses presents an opportunity to further
develop my coding skills and other areas of interest.
Career Advancement- There is potential for career advancement in my current field,
which I can work toward by acquiring new skills and taking on leadership roles.
Networking- Building a broader professional network can lead to new opportunities
and collaborations.
Mentorship- Finding a mentor in my field can provide valuable guidance and insights
for personal and professional growth.

Challenges (C):
Work-Life Balance- Finding it challenging to balance the demands of work, family and
personal life.
Increasing Competition- It is possible that there will be increasing competition for
getting into internships, courses, or interviews.
Unexpected health problems- There may be unexpected health problems that could
set me back in meeting my goals.
Lack of support from family- At some point, it is possible that I will come across
frustration or lack of support from family, especially if it takes too long for me to meet
my goals.
Fear of Failure- Avoiding taking risks or trying new things due to a fear of failing.
Balancing Responsibilities- Juggling multiple roles and responsibilities, such as being a
parent, student, and employee simultaneously.
SELF-AWARENESS
A self-awareness report has variety of questions which help a person to self-
reflect and self-analysis. It later helps in identifying our strengths and
weaknesses.
Benefits of self-awareness:-
 Improved emotional intelligence
 Enhanced Communication Skills
 Greater self-regulation and control
 Improved Decision Making
 Increased Confidence and Self-esteem
 Personal and Professional Growth
Learnings from the report-
 Helps in acknowledging strengths and weaknesses
 Helps in setting specific goals
 Helps in practicing mindfulness
 Helps in tracking progress
 Helps in making relationship healthy
 Self-awareness is an ongoing journey.
PRIYA’S DILEMMA

Will you continue working in the same organisation or you you will
join the new organisation?

Priya should continue with the same company. Internal Politics is inevitable
in the work environment. Organisations consist of individuals and groups
that bring their own interests, desires, wants, expectations and needs to the
workplace, which results in a diversity of interests in which politics occur.
So, instead of leaving the organisation, she should assign a particular
amount of work to every team member which they have to do it anyway. If
they are unable to complete their task, they should be held responsible for
this. Priya should have an open and sincere communication with her
colleagues and subordinates and solve misunderstandings among them.
JOHARI WINDOW

The four quadrants of the Johari Window—open, hidden, blind, and

unknown—are used to categorize different states of self-awareness. The
person and others can both see characteristics or information in the open
space. Information that is privately known by the person is kept in the
hidden section. Unrecognized by the individual, the blind area possesses
characteristics that others can see. The final category is the "unknown
area," which comprises of characteristics and details that neither the
individual nor others are aware of. In order to widen the open area and
improve interpersonal connections and self-awareness, the model promotes
self-disclosure and feedback.
LOCUS OF CONTROL

A person's perception of how much control they have over the

circumstances in their life is referred to as their locus of control in
psychology. It reveals how one feels about where the power or
responsibility lies—either internally (internal locus of control) or externally
(external locus of control).
The idea that one's decisions, efforts, and actions essentially affect how
their life will turn out is known as internal locus of control. People who have
an internal locus of control are more likely to accept responsibility for their
accomplishments and shortcomings, viewing them as the outcome of their
own choices and skills. They frequently have greater levels of initiative, self-
assurance, and motivation to achieve their objectives.
The notion that one's life is mostly shaped by outside factors like luck, fate,
or other people's deeds is known as having an external locus of control.
People who have an external locus of control could think that their actions
don't matter much in the end, which makes them more passive or
pessimistic.
TEAM PSYCHOMETRIC TEST

This team psychometric test provides valuable insights into the team's dynamics:
Task Clarity (14): The group shows that they are well aware of their responsibilities.
To effectively attain goals, tasks must be clearly defined.

Cohesiveness (14): A high level of cohesiveness indicates that team members have
positive interpersonal interactions, which can improve the group's communication,
trust, and cooperation.

Autonomy(10)-The score of 10 denotes a moderate level of autonomy. This implies

that even when team members have some degree of independence, there are still
circumstances in which they may need some direction or assistance.

Confrontation (12): With a score of 12, the team manages disagreements relatively
effectively, achieving a balance between resolving problems and upholding
harmony.

Support (11): The team has a moderate amount of support, showing that they are
willing to assist one another but may need to strengthen their support systems for
better teamwork.

Collaboration (12): The level of collaboration is moderately high, suggesting that

team members are willing to collaborate but that there may be potential for
development in terms of discussing ideas and making decisions jointly.

Accountability (14): The group seems to take responsibility for their activities,
which is essential for achieving goals and upholding transparency.
THE BIG FIVE INVENTORY (BFI)
OPENNESS
The term "openness" describes the trait or state of being receptive to and willing
to accept new ideas, experiences, information, or viewpoints. It entails a lack of
bias, a readiness to take into account different points of view, and a desire to
collaborate and have an open discourse. Individual attitudes, company cultures,
and societal values are just a few examples of how openness can be applied to
different facets of life.

CONSCIENTIOUSNESS
A person that exhibits conscientiousness has a propensity to be well-organized,
accountable, diligent, and thorough in their actions and decisions. Generally
speaking, conscientious people are dependable, goal-oriented, and dedicated to
upholding their commitments with a keen sense of duty and meticulousness.

EXTRAVERSION
The gregarious, social, and enthusiastic demeanour of a person is a sign of
extraversion. Those that are extraverted enjoy being around people and are always
looking for stimulation. They frequently display characteristics like assertiveness,
talkativeness, and a fondness for group activities. They enjoy interacting with
others and get their energy from being among them.

AGREEABLENESS
Being cooperative, kind, and courteous in dealings with others is a personality
attribute known as agreeableness. People who score highly on the agreeableness
scale tend to be sympathetic, caring, and keen to sustain harmonious relationships.
They are pleasant and simple to get along with since they appreciate cooperation
and tend to avoid conflict.

NEUROTICISM
The personality trait of neuroticism is characterized by emotional instability,
increased stress reactivity, and a propensity to feel unfavourable emotions
including anxiety, worry, and mood swings. High neurotic individuals are more
prone to experiencing emotional distress and may struggle to successfully control
their emotional responses.

CAVE RESCUE
Cave rescue groups demonstrate critical behaviours such as quick coordination,
danger assessment, and unshakable devotion. They prioritize safety, relying on
thorough planning and excellent training to reduce risks in underground
conditions. Communication is essential for effective collaboration among highly
specialized people. Because cave conditions are unpredictable, adaptability is
essential. Rescuers maintain amazing calm under duress, relying on technical skills,
specialized equipment, and cave system expertise to negotiate perilous routes.
Their dedication to the preservation of life is unshakable, frequently necessitating
sacrifice and remarkable efforts. Overall, cave rescue groups display outstanding
expertise, bravery, and a deep devotion to rescuing lives in perilous subterranean
situations.

INTRINSIC AND EXTRINSIC MOTIVATION

Extrinsic motivation describes the outside forces or incentives—such as cash,

praise, or recognition—that compel people to carry out an action or accomplish a
task. Extrinsic motivation, as contrast to intrinsic motivation, which results from
one's own fulfilment, depends on outside factors to promote behaviour and goal
achievement.
Extrinsic motivation is the term used to describe rewards or external influences
that motivate someone to execute an action or reach a goal. Extrinsic motivation,
as contrast to intrinsic motivation, which results from inner fulfilment, depends on
outside factors to promote behaviour and goal achievement.

ATTITUDE TEST ANALYSIS

The results of the attitude test point to a generally optimistic and positive
approach, which can be helpful in a project- or work-related setting. The
majority of respondents have a positive outlook, expecting better results in
the future (Q3), not concentrating too much on previous mistakes (Q4),
accepting responsibility for their actions (Q5), and appreciating the
importance of setting and achieving goals (Q6). Additionally, they appear
open-minded and non-discriminatory toward persons from other origins
(Q10) and incline toward believing in the efficacy of a positive mental
attitude (Q9). The general attitude is one that encourages problem-solving
and collaboration, which can be helpful in project situations where
resilience and teamwork are required, even though some people may turn
to alternate stress-relief methods (Q7).

CONFLICT HANDLING REPORT

Accommodation (Score: 17): A high accommodation score demonstrates a
readiness to give in to and take into account the worries and preferences of others.
When preserving connections and easing tension are top priorities, this strategy
may be helpful.
Compromise (Score: 15): A team's capacity to resolve disputes amicably is shown
by a compromise score that is balanced. This method is effective at resolving
conflicts because it aims to satisfy the demands of all parties.

Competition (Score: 14): Despite the fact that competition can occasionally be a
motivator, a moderate score indicates that the team prefers collaboration to
competition in general. This strategy can encourage teamwork and minimize
pointless arguments.

Collaboration (Score: 15): Effective conflict resolution and project success depend
on collaboration. The team's readiness to collaborate and look for win-win
solutions is encouraging for meeting project objectives.

Avoidance (Score: 16): When employed sparingly, avoidance may be a powerful

conflict-management tactic to stop minor situations from becoming out of hand. A
score of moderate suggests a balance between handling disagreements and
determining when to put small concerns to rest.
LEADERSHIP TEST

A leadership evaluation test measures a person's potential

and leadership characteristics. It often evaluates abilities
including teamwork, communication, decision-making, and
flexibility. A person's leadership style and areas for development
can be better understood through the study of such a test. Individuals are
frequently categorized into distinct leadership styles, such as
transformational, transactional, or servant leadership, based on the results
of leadership assessments. Their strengths and shortcomings are discernible
thanks to these categorization. As an illustration, a high score on the
transformational leadership scale may indicate a great capacity for inspiring
and motivating others, whereas a low score on the transactional leadership
scale may reveal room for development in the management of daily
duties.

By pinpointing areas where leadership abilities can be

improved, the analysis ultimately directs both personal and
professional development. It is an important tool for both
people looking to improve their leadership skills and
companies looking to find and develop leadership talent.
Please Refers To Annexure : 1
SELF – AWARENESS

1. ONE THING I LIKE ABOUT MYSELF IS: ADAPTABILITY ACCORDING TO SITUATION

2. ONE THING OTHER LIKE ABOUT ME IS: MY POSITIVE ATTITUDE TOWARDS THEM

3. ONE THING I DO WELL IS: TIME MANAGEMENT

4. I AM GLAD THAT: MY PARENTS ALWAYS KEEP SUPPORTING

5. ONE THING I HAVE OVERCOME IS: WHAT OTHER PEOPLE THINK

6. I AM BEST WITH PEOPLE WHEN: THEY ARE BEST WITH ME

7. MY PRESENT GOAL IS: TO GET WELL SETTLED IN LIFE

8. ONE WAY I CONTROL MY EMOTIONS IS: BY GOING FOR A WALK

9. I THINK I HAVE GUTS TO: TAKE RESPONSIBILITY

10. A VALUE I TREASURE MOST IS: RELATIONS WITH FAMILY&FRIENDS

11. MY BIGGEST PROBLEM IS: FACING DILLEMA

12. I AM QUITE CONCERNED ABOUT: PUBLIC SPEAKING SKILLS

13. I GET IN TO TROUBLE BECAUSE: SOMETIMES RUN AWAY FROM PROBLEMS

14. MY FREQUENT NEGATIVE FEELINGS OCCUR WHEN: ASKED TO SPEAK ON STAGE

15. THE MOST DIFFICULT SITUATION IN A RELATIONSHIP IS: LOSS OF TRUST

16. LIFE WOULD BE BETTER IF: TRAVELLING WAS FREE OF COST

17. I AM AFRAID TO: PUBLIC SPEAKING

18. I DO NOT SEEM TO HANDLE WELL: WHEN I LIE

19. A PROBLEM THAT KEPPS COMING BACK IS: STAGE PHOBIA

20. IF I COULD CHANGE ONE ASPECT IN MY LIFE IT WOULD BE: IMPROVE MY ABILITY TO SET
BOUNDARIES
Please Refers To Annexure : 2

JOHARI WINDOW

The Johari Window is a framework for understanding conscious and unconscious bias
that can help increase self-awareness and our understanding of others. It is the creation
of two psychologists, Joseph Luft and Harrington Ingham, who named the model by
combining their first names. It is composed of four quadrants in which people using the
framework can identify what they know about themselves and what other people know
about them. This results in four areas of understanding:

 Open area: Anything you know about yourself and are willing to share with
others
 Blind area: Anything you do not know about yourself, but that others have
become aware of
 Hidden area: Anything you know about yourself and are not willing to share with
others
 Unknown area: Any aspect unknown to you or anyone else

Known to Self Not Known to Self

Known to  Witty  Responsive
Others  Wise  Kind
 Caring  Independent
 Friendly  Mature
 Sensible  Extroverted
 Accepting  Brave
 Religious  Bold
 Trustworthy  Confident
 Introverted  Knowledgeable
Not Known  Loving  Silly
to Others  Nervous  Tense
 Spontaneous  Sentimental
 Patient  Powerful
 Organized  Clever
 Relaxed
 Giving
 Shy
Please Refers To Annexure : 3

LOCUS OF CONTROL

NAME INTERNAL POWER OTHERS CHANCE MENTOR’S

CONTROL SCORE SCORE SCORE REMARK

Alok Vats 42 36 31
Please Refers To Annexure : 4

TEAM PSYCHOMETRIC TEST

Task Cohesio Autonom Confrontatio Suppor Collaboratio Accoun

NAME clarity n y n t n y

Alok 14 14 10 12 11 12 14
Vsats
Please Refers To Annexure : 5

THE BIG FIVE INVENTORY (BFI)

Here are a number of characteristics that may or may not apply to you. For example, do you agree
that you are someone who likes to spend time with others? Please write a number next to each
Statement to indicate the extent to which you agree or disagree with that statement.
Strongly Disagree Neither agree Agree Strongly
Disagree a little nor disagree a little Agree
1 2 3 4 5
I see myself as someone who...
1. Is talkative- 4 23. Tends to be lazy- 1
2. Tends to find fault with others- 1 24. Is emotionally stable, not easily upset- 3
3. Does a thorough job- 5 25. Is inventive- 4
4. Is depressed, blue- 1 26. Has an assertive personality- 5
5. Is original, comes up with new ideas- 4 27. Can be cold and aloof- 3
6. Is reserved- 4 28. Perseveres until the task is finished- 4
7. Is helpful and unselfish with others-5 29. Can be moody- 3
8. Can be somewhat careless- 1 30.Values artistic aesthetic experience- 3
9. Is relaxed, handles stress well- 4 31. Is sometimes shy, inhibited- 4
10. Is curious about many different things- 5 32. Is considerate and kind to almost everyone- 5
11. Is full of energy- 5 33. Does things efficiently- 5
12. Starts quarrels with others- 1 34. Remains calm in tense situations- 4
13. Is a reliable worker- 5 35. Prefers work that is routine- 4
14. Can be tense- 4 36. Is outgoing, sociable- 4
15. Is ingenious, a deep thinker- 5 37. Is sometimes rude to others- 3
16. Generates a lot of enthusiasm- 4 38. Makes plans and follows through with them- 4
17. Has a forgiving nature- 4 39. Gets nervous easily- 4
18. Tends to be disorganized- 1 40. Likes to reflect, play with ideas- 4
19. Worries a lot- 3 41. Has few artistic interests- 3
20. Has an active imagination- 4 42. Likes to cooperate with others- 5
21. Tends to be quiet- 4 43. Is easily distracted- 3
22. Is generally trusting- 5 44. Is sophisticated in art, music, or literature- 3
SCORING:
BFI scale scoring (“R” denotes reverse-scored items):

Extraversion: 1, 6R, 11, 16, 21R, 26, 31R, 36- (28)

Agreeableness: 2R, 7, 12R, 17, 22, 27R, 32, 37R, 42- (40)
Conscientiousness: 3, 8R, 13, 18R, 23R, 28, 33, 38, 43R- (41)
Neuroticism: 4, 9R, 14, 19, 24R, 29, 34R, 39- (22)
Openness: 5, 10, 15, 20, 25, 30, 35R, 40, 41R, 44- (37)

Openness 37/50 74%

Conscientiousness 41/45 91.11%
Extraversion 28/40 70%
Agreeableness 40/45 88.89%
Neuroticism 22/40 60%

Openness to Experience - Appreciation for art, emotion, adventure, unusual ideas; imagination and curiosity.

Conscientiousness - A tendency to show self-discipline, act dutifully, and aim for achievement
(spontaneousness vs planned behaviour).

Extraversion - Energy, surgency, and the tendency to seek stimulation and the company of others.

Agreeableness - A tendency to be compassionate and cooperative rather than suspicious and antagonistic
towards others (individualism vs cooperative solutions).

Neuroticism - A tendency to easily experience unpleasant emotions such as anger, anxiety, depression, or
vulnerability (emotional stability to stimuli).

Please Refers To Annexure : 6

CAVE RESCUE

VOLUNTEE HEMA TANYA JOSHI AMITABH PAUL AJMER AHMED

R
RANK 7 3 5 6 1 4 2
GROUP 7 4 5 6 1 3 2
RANK
Please Refers To Annexure : 7

Intrinsic and Extrinsic Motivation

Factors Ranking
Job Security 1
Adequate Salary 5
Fringe Benefits(Perks) 10
Opportunities for promotion 7
Comfortable Working Conditions 3
Interesting work 2
Sound company policy and practise 11
Respect and recognition 4
Responsibility and independence 6

Doing something worthwhile 8

Considerate and sympathetic supervisor 9
Technically competent supervisor 13
Limited hours of work 14
Pay according to ability and Competence 12
Please Refers To Annexure : 8

Attitude Test
Q1. When you think about the future do you feel
confident or an ious?
a. I am excited to feel the sense of optimism.
b. I feel mostly anxious or worried.
Q2. Do you think that it is wise to “Always expect the worst,
and then you’ll never be disappointed” ?
a. Yes
b. No
Q3. Generally, do you think that your future will be better
than your past?
a. Yes
b. No
Q4. If something bad happens to you, do you tend to go over
and over the situation, in your mind, for hours, days or even years?
a. I tend to go over bad events of my past.
b. I let my past remain in the past.
Q5. Do you tend to think that your life is mostly affected
by your own actions: or do you think that your life is
governed more by what other people do to you?
a. Mostly determined by others.
b. Determined by what I choose to do.
Q6. Do you set goals for yourself and try to achieve them?
a. I do set goals.
b. I do not set goals.
Q7. Do you feel you need to use some alternatives in
order to feel happy or at least handle your stress?
a. I don't need alternatives to enjoy myself.
b. I do need alternatives to help
myself to real . Q8. Do you think the
past was better than today?
a. Life was better in the good old days.
b. I think life now is better than it used to be.
Q9. Do you think that it is a bit too naive and simplistic to
understand that “a positive mental attitude” towards
yourself, other people and the future would solve issues
and problems?
a. It is a dangerous delusion that is likely to do
more harm than good.
b. Having a positive attitude is an intelligent use of
your mind. Q10. Do you dislike any person, simply
because he or she is a member of a group that is
socially, religiously or ethically dissimilar to your own?
a. Yes, I don't like any of those people.
b. N0, I judge each person on their individual merits.

Please Refers To Annexure : 9

CONFLICT HANDLING

Accommoda Compromi Competitio Collaborati Avoidance

ti on se n on

1 14 4 17 1
2 2

Please Refers To Annexure : 10

The Blake and Mouton Managerial Grid

Leadership Self Assessment Questionnaire

Below is a list of statements about leadership behaviour. Read each one
carefully, then, using the following scale, decide the extent to which it
actually applies to you. For best results, answer as truthfully as
possible.
never Sometim Alway
es s
0 1 2 3 4 5

1. 5 I encourage my team to participate when it comes

decision-making time and I try to implement their ideas and
suggestions.

2. 5 Nothing is more important than accomplishing a goal or task.

3. 5 I closely monitor the schedule to ensure a task or project will

be completed in time.

4. 3 I enjoy coaching people on new tasks and procedures.

5. 4 The more challenging a task is, the more I enjoy it.

6. 4 I encourage my employees to be creative about their job.

7. 5 When seeing a complex task through to completion, I ensure

that every detail is accounted for.

8. 2 I find it easy to carry out several complicated tasks at the same

time.

9. 4 I enjoy reading articles, books, and journals about training,

leadership, and psychology; and then putting what I have read into
action.

10. 4 When correcting mistakes, I do not worry about jeopardizing

relationships.

11. 4 I manage my time very efficiently.

12. 5 I enjoy explaining the intricacies and details of a complex task

or project to my employees.

13. 5 Breaking large projects into small manageable tasks is second

nature to me.

14. 5 Nothing is more important than building a great team.

15. 5 I enjoy analyzing problems.

16. 5 I honor other people's boundaries.

17. 3 Counseling my employees to improve their performance or

behavior is second nature to me.

18. 5 I enjoy reading articles, books, and trade journals

about my profession; and then implementing the new
procedures I have learned.
Scoring Section

After completing the Questionnaire, transfer your answers to the spaces

below:
People Task

Questio Question

n 1. 5 2. 5

4. 3 3. 5

6. 4 5. 4

9. 4 7. 5

10. 4 8. 2

12. 5 11. 4

14. 5 13. 5

16. 5 15. 5

17.3 18.5

TOTAL 38 TOTAL 40

X 0.2 = 7.6 X 0.2 8

(Multiply the Total (Multiply the Total

by 0.2 to get your by 0.2 to get your
final score) final score)
Matrix Section

Plot your final scores on the graph below by drawing a horizontal line from
the approximate people score (vertical axis) to the right of the matrix, and
drawing a vertical line from the approximate task score on the horizontal
axis to the top of the matrix. Then, draw two lines from each dot until they
intersect. The area of intersection is the leadership dimension that you
operate out of.