1

MGMT 591: Leadership and Organizational Behavior

Life Styles Inventory Overview

Strengthening

Organizations

through

Individual

Effectiveness

“Good leaders learn their specific personal strengths and weaknesses, especially in dealing with other people, then build on the strengths and correct the weaknesses.”~ Larry Bossidy and Ram CharanExecution: The Discipline of Getting Things Done

2

LSI Premise

The LSI is based on the knowledge that in order to understand and change behavior, we must first examine the feelings and thoughts that underlie and motivate everything we do.

3

LIFE STYLES INVENTORYTM

: SELF-DESCRIPTION

Results on the Life Styles Inventory are exclusively for purposes of self-improvement in the context of organizational and management development programs.

Your personal profile reflects only what you have said about yourself plotted against what others have said about themselves.

All styles measured by the Inventory are within the realm of normal human behaviors and personal orientations.

Most managers show significant extensions along one or more defensive, security-oriented, styles.

The Life Styles InventoryTM is copyrighted by Human Synergistics, © 1973, 1989, 2003

4

The styles are neither permanent personality characteristics nor intractable; they can change as a result of new roles, environmental changes, and personal development efforts.

Development of constructive, satisfaction-oriented, styles can be beneficial with respect to personal effectiveness and individual well-being.

The most effective and enduring individual change efforts are those that are self-motivated and self-directed.

The Life Styles InventoryTM is copyrighted by Human Synergistics, © 1973, 1989, 2003

LIFE STYLES INVENTORYTM

:SELF-DESCRIPTION

5

Primary and Backup Styles

Primary

Backup

6

People Centered Theory Y

Task Centered Theory X

7

Lower Order Needs

Higher Order Needs

8

Human Synergistics Circumplex

Opposes new ideasLooks for mistakes

Resists changeCritical of others

7

Wants to control everythingBelieves in force

Has little confidence in peopleSeldom admits mistakes

8

Competes rather than cooperatesStrong need to win

Constantly compares self to others

9

Never makes a mistakeSets unrealistic goals

Personally takes care of every detail

10

Self-respecting Receptive to change

Creative problem-solverEmphasizes quality

12Encourages growth and development in others

Resolves conflicts constructively Trustworthy

1

CooperativeFriendly

Genuine concern for others

2

Achieves self-set goalsShares responsibility

Believes that individual effort makes a difference

Takes on challenging tasks

11

Sets goals that please othersSupports those with the most authority

Agrees with everyoneReluctantly deals with conflict

3

Treats rules as more important than ideasFollows policies and practices

Reliable and steady

4

Relies on others for directionA good follower

Doesn’t challenge othersAims to please everyone

5“Lays low” when things get tough

Avoids conflictHas difficulty making decisions

Is non-committal

6Copyright © 1971, 1973, 1987, 1989, 2001 Human Synergistics International. All Rights Reserved.

9

Life Styles Inventory Profiles

Successful Chairman of the Board of a Highly Profitable/Innovative Public Unity

Corporation Presidents whoFailed in Their Jobs

12

1

2

3

4

5

11

10

9

8

7

6

12

1

2

3

4

5

11

10

9

8

7

6

Copyright 1994 Human Synergistics International. All Rights Reserved.

10

Benefits of the LSI Exercise

• Understand what you are like now and what causes you to be that way

• Accept your current thinking and behavior as assessed by the LSI

• Pinpoint your strengths and “problem” areas• Recognize the benefits of improving your thinking and

behavior• Commit yourself to making some positive and

constructive changes• Plan what you want to change• Develop a strategy to bring these changes about

11

Keep in Mind….

This exercise is about YOU: your thoughts, feelings, attitudes, beliefs, and values--in short, all that makes you different from anyone else.

• What you put in this exercise is up to you.

• What you share about yourself is up to you.

• What you get out of this exercise is also up to you!