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Management PotentialReport
Ian Engineer
23 September 2008
CONFIDENTIAL
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Management Potential Report Ian EngineerIntroduction 23
September 2008
2
Introduction
The MPR focuses on personality issues related to management
selection and development. This report isintended to be used in
conjunction with professional judgment. The information in this
report isconfidential and the statements it contains should be
viewed as hypotheses to be validated against other
sources of data in the overall assessment process.
Leadership
Leadership style
In leading others, Mr Engineer's most likely style would be
characterised by tolerance and leniency. He is
likely to adopt a permissive style of leading others. Mr
Engineer's manner of leadership may becharacterised by the
following behaviour(s):
He may prefer a less personal, more detached involvement in
subordinate activities and
concerns.
He tends to be serious and cautious in his dealings with
others.
He tends to be independent and self-sufficient. Mr Engineer
probably prefers workingindividually rather than as a member of a
team.
Based on Mr Engineer's personality information, his overall
leadership potential is predicted to beaverage. That is, should he
find himself called upon to fill a position of leadership and
authority, he will
probably have the same chance of being successful in that role
as most individuals.
Evaluating others
Overall, Mr Engineer is reserved and his responses to the
inventory suggest that he might approachface-to-face evaluation
sessions with some hesitation. Rather than addressing personal
issues thatinfluence employee performance, he would probably feel
more comfortable conducting structured
sessions that focus on productivity or quantifiable goals. In
his appraisals, he tends to balanceresoluteness with receptivity.
There may be times when he adheres to his position, while at other
timeshe may be open to another's perspective. A typical session is
likely to be one of mutual exchange where
both parties will have an opportunity to express their
views.
Interacting with others
Because Mr Engineer is introverted, he probably prefers
activities involving less personal interaction andmore individual
effort. Mr Engineer may be hesitant to extend himself emotionally
for other people. Mr
Engineer describes himself as somewhat private and personally
guarded and he would tend to keepproblems to himself. He shows
little need for affiliation or extensive peer support. When
interacting withothers in group settings, he may be somewhat
tentative. In general, Mr Engineer is likely to be wary of
other people's intentions and skeptical of their motives. He
prefers to avoid conflict and eventually wouldaccept the wishes of
the majority.
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Management Potential Report Ian EngineerNarrative section 23
September 2008
3
Making decisions
Mr Engineer's problem-solving ability is predicted to be above
average. He is likely to assess andcomprehend problems rapidly. His
level of creative initiative is predicted to be about the same as
mostpeople's. Because he may be adept at problem solving, however,
he probably can organise information
from many diverse sources. He can value many aspects of
established methods while remaining open tochange. It is likely
that he will consider both the outcome or goals and the process or
method for
achieving them.
Initiative
Independence
Mr Engineer may sometimes prefer to shape events and work
efforts and, at other times, may seek input
and advice. That is, he probably feels comfortable in work
situations where guidance or counsel is at leastaccessible.
Moreover, this outlook for receiving guidance and support is likely
to be accompanied by thefollowing personal qualities:
Although there may be times when he feels uncomfortable
introducing his ideas in front of a
group, overall he is as capable as most people in expressing
himself in new group settings.
To a certain degree, he adjusts to changing conditions fairly
well and would neither saluteestablished standards and policies nor
consciously disregard them.
Dependability
Mr Engineer seems to set aside his own wishes and desires in
order to meet responsibilities and goals. He
probably favours a setting where guidelines and expectations are
clear. While he may be perceived asprincipled or efficient, he may
also at times seem overly restrained or inflexible. It is likely
that heprefers to be involved in projects that are well structured
or adequately planned. In such situations, hecould be expected to
give careful attention to details and organisation. If given the
opportunity, he
follows directions and instructions well and can usually be
depended upon to do a good job, once thework has been defined and
it is clear what his responsibilities are.
Personal adjustment
At the present time, Mr Engineer presents himself as no more or
less anxious than most people.Specifically, the degree of emotional
adjustment shown by Mr Engineer is typical of most adults. That
is,
most of the time he faces challenges with personal resolve but,
in very demanding situations, he may bereactive or upset.
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Management PotentialReportScore summary pages
Ian Engineer
23 September 2008
CONFIDENTIAL
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Management Potential Report Ian EngineerScore summary 23
September 2008
2
Introduction
The MPR focuses on personality issues related to management
selection and development. This report isintended to be used in
conjunction with professional judgment. The information in this
report isconfidential and the statements it contains should be
viewed as hypotheses to be validated against other
sources of data in the overall assessment process.
Score summary
This score summary is intended to be used by qualified
professionals only.
It should be interpreted in light of the specific needs and
priorities identified within the organisationalsetting. These pages
should be maintained in a secure file.
Leadership
1 2 3 4 5 6 7 8 9 10Leadership style
- Assertive
- Facilitative
- Permissive
Leadership Potential
Dominance E
Sten
2.9
5.7
8.0
4.9
4.0
Interacting with others
1 2 3 4 5 6 7 8 9 10
Extraversion
Warmth
Liveliness
Social Boldness
Self-Reliance
Privateness
A
F
H
Q2
N
Sten
1.3
2.0
1.0
4.0
9.0
7.0
Making decisions
1 2 3 4 5 6 7 8 9 10
Reasoning
Creativity
Tough-Mindedness
Sensitivity
Abstractedness
B
I
M
Sten
10.0
6.2
6.3
2.0
7.0
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Management Potential Report Ian EngineerScore summary 23
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3
Initiative
1 2 3 4 5 6 7 8 9 10
Independence
Openness to Change
Rule-Consciousness
Perfectionism
Self-Control
Q1
G
Q3
Sten
5.8
8.0
10.0
8.0
8.8
Personal adjustment
1 2 3 4 5 6 7 8 9 10
Anxiety
Emotional Adjustment
Emotional Stability
Vigilance
Apprehension
Tension
C
L
O
Q4
Sten
5.9
6.1
9.0
10.0
6.0
6.0
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Management Potential Report Ian EngineerResponse Style Indices
23 September 2008
4
Response Style Indices
Impression Management
Infrequency
Acquiescence
12
6
55
Within expected range
Within expected range
Within expected range
All response style indices are within the normal range.
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Management Potential Report Ian EngineerItem summary 23
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5
Item summary
This page of 16PF scores is intended for qualified professionals
only. Data on this page shouldbe treated with utmost
confidentiality.
Item responses
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
c
a
c
c
a
a
a
a
a
c
a
a
a
c
c
a
c
a
c
a
b
c
c
a
a
c
a
a
a
a
a
a
c
a
c
b
b
a
c
c
a
a
c
a
a
c
a
a
a
c
c
a
c
b
b
c
b
c
a
c
a
a
c
a
a
c
a
a
a
c
a
a
c
a
c
c
c
c
a
a
a
c
c
a
c
a
c
c
a
b
c
a
b
c
c
a
c
a
b
a
a
a
c
a
a
a
c
c
a
a
c
a
a
a
a
c
c
b
a
b
a
a
c
a
a
a
b
c
c
a
c
b
c
c
b
a
a
a
b
a
c
c
b
a
a
c
b
a
c
a
c
c
b
c
c
c
a
c
a
c
a
b
a
c
a
a
c
b
c
a
a
c
a
a
c
a
b
c
c
c
b
b
b
b
b
Number of a-responses
Number of b-responses
Number of c-responses
Number of missing responses
=
=
=
=
84 out of 170 (49%)
20 out of 170 (12%)
66 out of 170 (39%)
0 out of 185 (0%)
Factor
Raw scores
Missing items
A
5
0
B
15
0
C
20
0
E
10
0
F
2
0
G
22
0
H
4
0
I
4
0
L
20
0
M
13
0
N
17
0
O
15
0
Q1
21
0
Q2
20
0
Q3
18
0
Q4
13
0
IM
12
0
IN
6
AC
55
Summary statistics:
This report was processed using 16PF Fifth Edition Questionnaire
GB Combined-Sex norms.
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