Management Development - Research Paper Example

 Management Development Management development is the process of creating and enhancing the abilities of managers and future leaders. Management development is considered as a planned process, focusing on long-term interventions to enhance managerial effectiveness. At the same time it also includes informal and unplanned activities for example learning from day-to-day experience, behavioural reinforcement etc. Self awareness and understanding other team members is a part of the management development programs. This is pertinent within the context of Systems theory also since Systems Theory allows individuals to view beyond the immediate perspective and understand the affect of their actions upon people around them and vice versa. Similarly, according to Bandura’s Social learning Theory (1977), other persons’ behaviour can have an impact upon an individual’s behaviour. Through learning and training programs, organizations can have satisfied employees. Thus management development programs help individuals achieve the stage of self actualization as defined by Maslow. Management Development programs ensure that the organization has the correct management competencies to meet its organizational objectives. These can also be viewed as multi level process that uses self- assessments and classroom training to develop self-management, interpersonal abilities, conflict management, performance management, innovation, and leadership skills. Developing a manager's capabilities is consistent with organizational policies of promoting and developing managers from within. Management development is important in the career-development system. While Tuckman’s model of four organizational stages (i.e. Forming, Storming, Norming & Performing) discusses different stages towards achievement of a positive organizational culture, the self actualization stage, can be achieved with the help of different management development interventions. For the participating managers, participating in a MD program has a number of benefits. It enables the participants to acquire the knowledge, skills and abilities needed for promotion to higher-level positions and eases the transition from an employee's present job to one involving greater career responsibilities. Other advantages include enhanced ability of the participating individual to add value to the organization and thus higher job security, more career opportunities, increased chances of employability and self-actualization. A leader interprets the objectives of the group and guides it towards the achievement of these objectives. However, it is important for the leaders to understand their subordinates. Emotional Intelligence is the ability to effectively recognize and manage our own emotions and those of others.  Goleman (1998) hypothesized that emotional competency was based on “Self-Awareness” or knowledge of own strengths and weaknesses and empathy. Such an individual has the ability to introspect himself and can better relate with other people and systems (Cavallo, 2004 p.1-2). Role of emotional intelligence as a management development intervention resulting in improved performance is well established through many researches and industry studies e.g. Pilling & Eroglu (1994). Dreher and Dougherty while referring to Bandura’s theory of social learning state that human behaviour may not change in absence of any direct “powerful forces” at the specific work behaviours that are needed for execution of the business strategy. This implies that organisations must define and determine required work behaviours to achieve desired work culture by effective use of behaviour reinforcing mechanisms. These reinforcing mechanisms are presented through the effective deployment of suitable and congruent employee-management systems and processes that include developing areas of Hiring, Performance Management, Feedback, Reward, Employee Development, Communication and Exit. These broad areas form the components of an effective management development system. (Tobin, Pettingell 2008) Management Development Framework The Management Development Framework bifurcate knowledge development in an organization into three basic learning arenas--Self-management, Issues Analysis, and Initiative. These sections are out comes of management theory and adult development theory. The two theories combine to provide a strong groundwork for management development programs. (Reyna, Sims 1995) Self-Management aims to develop the individual self-awareness and awareness in relationship with others, such as utilizing diverse views and influencing. Many tools can be used for this. 360 Degree feedback provides useful inputs for self development. Similarly Johri Window is another tool that fosters better understanding of self and other team members. Issues Analysis aims to develop a manager’s abilities on systems and procedures, uncertainties and acquisition of business intelligence. This can be done through training sessions. Initiative aims at developing those managerial skills that the person is most comfortable acting on, for example expansion of enterprise, role identity and drive. These are those skills that an employee possesses and happen to be his unique strengths. By developing those skills further, organizations can hope to achieve a distinct advantage over others in that field. Management Development Framework helps to improvement the organisational performance by means of identifying the critical intrinsic significance and accountabilities expected from high performing business leaders and presenting a variety of development opportunities and options to enable the organization to develop its leadership abilities. Another objective of management development framework is to inculcate the leadership qualities and responsibilities into a number of organizational processes for example: hiring process; performance management systems that encompasses feedback, recognition and reward systems; manpower planning that includes career development and succession planning. (Reyna, Sims 1995) With an objective of providing constant professional development, the framework incorporates a two tier leadership development initiative. At its ground level, it presents opportunities for the growth of core knowledge, skills and abilities for the leaders and potential leaders through a planned Induction and Development Program, personalized professional growth plans and timely support for new leaders through coaching and mentoring. At the second level, it provides opportunities for higher learning and continuous personal development through: a number of interventions such as self assessment tools; 360 degree feedback and Executive coaching; support for external professional training and growth programs; internal training and development programs etc. By implementing performance management systems, personal and organisational developmental needs are identified. By employing these systems, individual employees identify their professional development requirements to achieve their personal performance related objectives. In addition, departmental heads also provide the Human Resources with their recommendations on the development needs identified for different individuals in their areas. These recommendations are combined to prepare the professional development programs required in the organization. Competencies Required: Competencies can be separated into three major categories: Core competencies – These form the foundation for achieving competitive advantage in the business for example, innovation; cost efficiency, customer satisfaction etc. Management competencies – These include particular technical and people management knowledge and skills associated with the role of the leaders in managing within the core competencies as mentioned above. Behavioural competencies – These include the soft skills and behavioural inventories which the employees need to possess to develop the aimed organizational culture within the core competencies as discussed above. These behavioural skills are more likely to be organization specific. Depending on the specific roles and objectives of the concerned manager, the level or number of required skills and competencies in each section differ. However, each manager functions more or less within the stated contexts. Management Development programs provide a practical frame of reference for competencies to work from. Deciding on how to build on that framework purely depends on the organization's specific needs in each domain. Objective: With this background of management development, components, framework and the competencies, we aim to gain some practical experience on how the HR managers go about their task as professionals whose objective is to ensure organizational growth as well as personnel growth. HR managers have huge responsibility of manpower planning, recruitment & selection, training & development, feedback, legal compliance, job evaluation and job enrichment, career planning, succession management and exit. As a matter of fact, they need to provide necessary tools to departmental heads for performance management, employee motivation, productivity improvement and grooming the future leaders. At the same time have to be involved in positive resolution of any conflict arising between individuals or management and workers’ unions. While some of the challenges in an HR managers’ role are apparent e.g. recruitment, selection, trainings etc. the significance of management development interventions needs to be understood from an industry professional’s point of view. Therefore, I decided to contact a senior HR professional, working with an organization and who had been instrumental in planning and execution of management development programs be interviewed. This kind of interaction with industry expert would not just be valuable as an experience but also prepare me for the challenges that lie ahead for me as HR professional and help me in planning my own career plan as well. While I had the option to go about this interview as a team with my classmates or in individual capacity, I preferred to conduct all at myself. The reason for going alone was that I wanted to have in depth understanding of each and every aspect of HR function. Going in group would definitely have saved some time and the responsibilities would have been shared. But I never wanted to take a shorter route and think that my time and effort is well invested. Regarding the interview, I decided to keep it semi structured so that it can be a session for information gathering and discussions also. Interview: The interview questions and the answers are attached with this paper. Manager’s Assessment: Manager’s responses reflected maturity on his part. He can be termed as a person who shares his goals and vision with the organization’s goals and vision. This is a scenario that every organization will love to have. He is a knowledgeable and self aware person and views others with a humanistic perspective. He accepts strengths as well as weaknesses to be part of life and well prepared to overcome the weaknesses. The person is analytical in his approach and goes to the root cause of the problem to resolve them. He is a very well organized person who is good at time management, can manage stress and deadlines, prioritizes and delegates. He is a good listener also and gives a patient hearing in case of conflicts. He cares for his people but at the same time is procedure oriented and if situation warrants, can take a firm stand. He is open to learning new ideas and concepts and encourages innovation. He is a person who takes responsibility, shares knowledge, experiences and is a very good communicator. Most importantly, the interview projects him as a person who is team oriented, looks for developing and nurturing future leaders. He accepts his position and it at peace with himself. If we use theory to see where this person is then we can put him at the self-actualization level as per Maslow’s need hierarchy. Self Assessment: By self: I think am suitable for the HR profession not just because I have the qualification, but I think that there are other traits also that are must to be in this profession. For example, understanding other persons’ feelings, supporting and helping them to achieve success, a cool temperament, emotional stability, effective communication etc are some of those. I need to acquire some more qualities to grow in this profession. As am open to learning and have time on my side, am sure I can make it to the top. By Senior: The person is ambitious, positive, confident, enthusiastic, motivated and self aware. He can be further improved with soft skill trainings. There is possibility of slightly higher ego but that will mellow down with time. He knows where he is and what he wants to achieve. He can surely be groomed as future leader. He will need to learn appreciating his role within the organization. By Peers: There are certain responses which indicate that he is ambitious. This means that he can be dominating. He will have to watch out for not being over ambitious. At the same time dominance might not be acceptable to everyone. While he has the ability to understand other’s emotions, he will need to curb some of his dominating instincts to win the team cooperation. By Juniors: He is nice and supportive person, ready to help when required. He is knowledgeable and very understanding. Sometimes, he is rigid and doesn’t accept a suggestion immediately. But he realizes quickly if he is wrong and doesn’t hesitates in accepting the fault. Method used for Self Assessment: The method employed for self assessment is 360º feedback. In this method the feedback is provided by subordinates, peers, and supervisors. The rationale of multi-rater feedback is to get better understanding of the individual from different level persons and how they view that person. Self assessment is included to see the individual’s self perception. This kind of feedback is in contrast to the traditional appraisal system where the employees are generally reviewed only by their managers. The results from 360-degree feedback provide good inputs for the individuals and these can be used for planning a training program. Johri Window: Johri Window is a simple but very effective tool for understanding self and others. It can be useful in identifying personal development needs, improving communication, interpersonal relations, team dynamics, team development and relations. This tool is particularly relevant since it stresses on soft skills, team building and better self understanding and of team members. It represents a personal’s behavioural attributes, way of thinking and experiences from four perspectives. These four perspectives are the four parts of Johri Window: 1. Open Area: This represents the information about a person that is known to everybody 2. Blind Area: This represents the information that a person doesn’t know about self but others are aware of it. 3. Hidden Area: This represents the information that only the person knows about self but nobody else knows about it. 4. Unknown Area: This is the information that neither the person knows about self nor anybody else knows about it. When this tool is applied to the 360 degree feedback taken in my case, we see that there are different inputs from different group e.g. What I have mentioned about me that everybody else also knows is the Open Area of Johri Window. The inputs provide some information but there are certain assessments which I wasn’t aware of and others knew about it. The inputs provided by seniors, peers and juniors have provided insight into some of my developmental needs. For me, this information was a part of Blind Area. When this information came to my knowledge, the Blind Area has reduced and the Open Area has increased. Similarly, there is some information and experiences about me that only I know and perhaps those might be affecting my behaviour. For my personal development, it is important that I share this information with my team members. That will not just be helpful in making me a better person by identifying causes of certain behaviour patterns but also foster better team spirit, closeness among team members and self development. This way the Hidden Area reduces and Open Area increase. Finally, there is possibility that when I share that information that only I know about myself with others, that might be helpful in discovery of my certain qualities and potentials that neither I know nor anybody else knows so far. Un-tapping the hidden potential is one of the major achievements of any management development and personal development interventions. This step once again increases the Open Area. The gist is that the more we know about ourselves from our as well as others’ perspective, and the more others know us, that will help in achievement of personal and organizational growth objectives. Management development programs help in employee retention and self-esteem development. Organizations that fail to offer such personal development programs usually lose their best employees. Due to the lack of career growth opportunities, achievement-oriented employees look for other organizations that provide better rewards with personal development and career advancement. Additionally, management development programs increase an employee's loyalty towards the organization and perceptions about the organization as a preferred employer. Through management development programs, organizations create skilled, motivated and satisfied teams that help in improved productivity and organizational growth. Self Assessment Plan Competencies required Resources Time Line Assessment Measurement Celebrate your success Core Competencies Course program 1 year 360 Degree feedback On track - innovation Knowledge acquired+ experience 1 year+ 360 Degree feedback On track - cost effectiveness Knowledge + experience 1 year + 360 Degree feedback On track Management Competencies Course program 1 year Program Grades On track - Change leading - Knowledge + experience 5 year+ 360 Degree feedback Waiting period - Problem Solving - Knowledge + experience 1 year+ 360 Degree feedback Acquired and experience needed for higher level - Organization Knowledge+ experience+ Training programs 1 year + 360 Degree feedback Prepared to some extent and preparing for higher challenges Behavioural Competencies Training 5 years+ 360 Degree feedback Need self development - Soft skills Training 5 years+ 360 Degree feedback Need to refine further - Self Development Training Continuous 360 Degree feedback Need to refine further On the basis of my self perception and the feedback that I received from my seniors, peers and juniors, I need to have my self development plan. This includes acquiring formal education that am already pursuing. This will equip me with necessary knowledge related to my profession. Subsequently, after acquiring some work experience I will be enhancing my management skills. The feedback that I received on my behavioural competencies means that I will need to attend training programs. This is a competency that I think needs regular training on a long term basis. That will ensure my continuous self development. References Cavallo, K. and Brienza D. (2004). “Emotional competence and leadership excellence at Johnson & Johnson: the emotional intelligence and leadership study.” Consortium for Research on Emotional Intelligence in Organizations Rutgers University. 1-11 Chapman A. (2003); Johri Window; accessed Dec.12, 2009 from Goleman, Daniel (1998) “Working with Emotional Intelligence”. New York: Bantam Books. Pilling & Eroglu (1994), “An empirical examination of the impact of sales person empathy and professionalism and merchandise salability on retail buyer's evaluations”. Journal of Personal Selling and Sales Management: 55-58. Reyna M., Sims R. (1995), A Framework for Individual Management Development in the Public Sector Journal article by; Public Personnel Management, Vol. 24, 1995 Tobin D., Pettingell M. ; The AMA Guide to Management Development ISBN: 9780814408995 Wagner Kendra Van, Social Learning Theory, accessed Dec.14, 2009 from http://psychology.about.com/od/developmentalpsychology/a/sociallearning.htm Questionnaire with answers for the HR Manager Q1: If I were to interview the people who have reported to you in the past, how would they describe your management style? A.: I have always been open minded person who encourages others to come up with new ideas, take responsibilities, one who supports them in achieving their goals and success and creates a family kind of bonding between the team members. We celebrate each other’s success and stand for each other when any of us falls short of his/her own expectations. Within the system and procedures, everybody functions in an autonomous manner and when they need me, am always there. This style of functioning has resulted in an environment where everybody feels comfortable, nobody feels threatened by the other team member. They are not competing but collaborating and this has resulted in highly improved individual and team performance. Q2: If I were to interview your reporting staff members, how would they describe your strengths and weaknesses as a manager and supervisor? A.: I think as far as strengths are concerned, they will say that inter-personal skills, problem solving abilities and mentoring to be my major strengths as their supervisor. Among weaknesses, I don’t think they will be able to give anything as there are no such perceived weaknesses that can come in the way of my working and performance levels. As a human being, I have all those weaknesses but as a mature person, I know how to overcome those. For example, am an emotional person and like everybody else, I do have my low moments. But I know I have to recover very fast from any negativity and do that successfully. I think the point is not whether we have weaknesses or any negative emotions but the real point is how fast we recover from those. Q3: Give me an example from your past work experiences, about a time when you had an underperforming employee reporting to you. How did you address the situation? Did the employee’s performance improve? If not, what did you do next? A.: In my career, I had more than one instance when I had underperforming employee reporting to me. The solution I followed was having a direct discussion with him/her and finding out what and where it was going wrong. First to see, how the job was being done, then whether the effort was consistent and sincere. This gives the picture if the effort was short or the process followed was incorrect and if the employee had the skills, knowledge and the ability to do that job. Once the problem areas are identified, these can be rectified. Therefore, I say that underperformance was never the problem. It was actually the outcome of the problem. In one of the cases, I had found that the process wasn’t correct. The solution was explaining the correct process to the employee. In another case, we found the lack of effort that was due to certain personality issues of the employee. Through proper counselling, these issues were sorted out. The employee was explained the value of his role and things improved subsequently. Q4: Tell me what do you do to manage stress? Do you fight or flight? A.: Neither fight nor flight. Stress is outcome of pending, unfinished work, deadlines, any conflicts etc. The best way to keep stress away is to plan the work thoroughly, prioritizing, delegating, time management and organizing. I keep time margins for every assignment so that if in between something very important comes up suddenly and that needs immediate attention, I am not pressed for time. Then it always pays to develop individuals who can take responsibilities. Certain things that don’t need my personal attention, I delegate. Some tasks can be performed by others but still due to their importance, they need monitoring and follow ups. That helps me in focussing on more important and urgent tasks. Being organized and developing the team for sharing the responsibilities is my mantra for staying stress free. Q5: How do you deal with conflict? A.: Conflicts arise when there is a clash of interests between individuals or groups. The best way is to first meet the conflicting individuals separately and listening to their point of views. Then discussing the rationale of each group or individual’s demand- justified or unjustified; why justified or why unjustified. If both sides are justified, then they have to be conveyed in a proper manner the other sides’ concerns, prepare a ground for give and take, make them accept the ground realities and bring them to the negotiation table. If any side or both sides unjustified, then they have to be firmly explained the negative fall outs and told why it wasn’t possible to meet such demands within the organizational policies. Q6: Tell me about a time when you had a reporting employee who performed very well. The employee exceeded goals and sought more responsibility. Describe how you handled this situation day-to-day and over time. A.: There was a very interesting scenario when we had an employee who performed exceedingly well and came up with a request that he had spare time and asked for additional responsibilities. We assigned him additional responsibility with another department where a slightly different way of working was required and that needed different knowledge. Since both these requisites can be acquired, we looked up developing this individual among the future leaders of the organization. It took him some time to get settled in the new role but he was extended full support to be successful. The result benefited the organization in the form of a highly valuable and satisfied employee. Q7: Do you conform to a superior being or do you have a guiding force? A.: In our organization, we do have set of policies, procedures and hierarchy for smooth transaction of the business. However, our organizational culture promotes innovativeness, promotes creativity and accepts new ideas. In our working relationship, we all respect each other and others’ defined roles. We work for the organization and share a common goal, vision and mission that bind us. This binding is our as well as my guiding force. It may be my Director whom I report, my peers or the staff reporting to me, we all have same purpose and play our roles as a team. Q8: What is important to you, being right all the time? A.: I don’t think anybody can be right at all the times. For me more important is to communicate my point of view and put it for discussions. Business scenarios are very complex and all the decisions must be taken after sharing information, knowledge and experiences. Something that appears theoretically correct may needs certain degree of changes to make it practically viable. Prevailing macro and micro business environment, global business operations can change right and wrong with cultures and countries. We need to share our knowledge and experiences. That’s more important. Q9: How have you evolved as a manager, your personal and professional growth? A.: I started my career as HR executive and reported to Assistant HR Manager. During last ten years, I equipped myself with the requisite qualification, knowledge and skills to take up the role of HR head in my organization. However, all this was possible due to continued support from my seniors and the organization. I have attended various training programs for my skills enhancements. Times to time there have been seminars for knowledge up gradation and for understanding the latest happenings in the field. Associating with professional bodies has also been very helpful. As a young employee, I didn’t understand and rather accepted and appreciated my assigned role and always thought that I deserved more. However, various personnel development sessions made me understand and accept my position with a positive frame of mind. That turned a dissatisfied employee into a satisfied employee. Result was much better performance, mental peace and a sense of team spirit. I thank my bosses and organization for making me a better person. Q10: How do you describe yourself with reference to below questions? 1.  Worry about things. Very inaccurate Moderately inaccurate Neither accurate nor inaccurate Moderately accurate Very accurate 2.  Make friends easily. Very inaccurate Moderately inaccurate Neither accurate nor inaccurate Moderately accurate Very accurate 3.  Have a vivid imagination. Very inaccurate Moderately inaccurate Neither accurate nor inaccurate Moderately accurate Very accurate 4.  Trust others. Very inaccurate Moderately inaccurate Neither accurate nor inaccurate Moderately accurate Very accurate 5.  Complete tasks successfully. Very inaccurate Moderately inaccurate Neither accurate nor inaccurate Moderately accurate Very accurate 6.  Get angry easily. Very inaccurate Moderately inaccurate Neither accurate nor inaccurate Moderately accurate Very accurate Questionnaire for Fresher/self Q1. Suppose your manager has given you a task to be finished in a week’s time and left for a place where he can’t be approached. Later on you find yourself struck up at one point and without further clarification; it’s not possible to proceed ahead. What will you do? A. I will send email, message and voice-mail to my boss with the problem. Then I will approach other people in the department for their guidance. Also I will look for old precedents how it was done in the past. I will also try to approach my manager’s boss with the problem and seek their guidance. ‘Am sure either my colleagues, old records or someone senior in the organization will definitely be able to help me out. With some luck, maybe my manager gets to any of the messages I sent and responds. Q1: A fellow employee told you what his/her salary is and wants to know yours. How would you react and what would you do? A.: I will not prefer to discuss salary issues with any of my colleagues since these are decided by the management and/or through confidential discussions between the candidate and the management. I think it will be wrong on my part to disclose it. I will try to pass-off the question in a lighter vein. Q2: Describe a (recent) situation that you just couldn't handle. A.: During my industrial training while I was perusing my degree in HR, I went to an engineering organization where I was given the responsibility of job analysis of the Process Engineer. This required understanding of the technical processes as well. I didn’t have sufficient time to understand the processes and also lacked in technical knowledge about the process. I really found it difficult to handle this task due to lack of time for being familiar with the process and no prior technical knowledge and work experience. I think, if I had more time, I would have handled it much better. Q3: Why do you think that you will be successful in this profession? A.: I have the necessary qualification, knowledge and skills required for the job. I am an excellent team player and can make significant contributions towards the team dynamics. At the same time work equally well on my own. Being a well organized person, I can perform well under pressure conditions; manage my time and plan my work so that I don’t miss any deadlines. As a sincere and hardworking person, I perform to the best of my abilities. I think these are some of the prerequisites for being successful that I possess. Q4: Suppose, you are being told by your manager to perform a task in a manner that you know is incorrect. What will you do? A.: There can be situations when the two persons don’t look at similar solutions to solve a problem. However, their aim is to solve it. If this happens in my case, I will present my view to my boss and ask for my learning purposes, if my proposed method is correct or not and how the two methods compare. This will result in either accepting the change of method by my manager or in knowledge addition for me. In case, no discussion is possible, I will try to do it the way my manager had advised but at the same time keep a back up ready with the solution that I had in mind. This will ensure that the work and the organization don’t suffer. Q5: Just as you said, method of solving the problem may be different, but the end result is more important; do you mean to say that ends justify the means? A.: No, I didn’t mean to say that ends justify the means. I think, it is important to follow the process or the designed procedure to achieve the results. A process is designed after a careful consideration and with inputs from experienced persons or teams. Therefore, chances of achieving success are higher if we follow the process rather than the other ways that may be short cuts where for once we may get results but no assurance of repeated success or the methods that might be unethical. Process can be improved if there is a room for that. Q6: Tell me what do you do in your downtime? A.: I consider myself as emotionally very stable person and don’t fret over what has already happened or don’t have too many mood swings. But I do analyse the downtimes to take the positives out of them and prefer to move on. There are a lot of things that I do to keep myself busy and stay in a positive frame of mind. Some of these activities include reading, associations with professional organizations, social organizations. In addition, ‘am an avid sports lover. Q7: Where do you see yourself after 5 years of work experience? A. I have equipped myself with the knowledge, skills and abilities required to enter the HR profession. With time and experience, my skills will be further refined, knowledge enriched and I would be wiser in the sense that I would have better understood the real challenges required to reach the higher levels in my profession. This will also give me an opportunity to understand any gaps between my existing abilities and required abilities to be in leadership position. Some of the gap areas that I think exist are in negotiations and handling difficult people. I will also like to have deep understanding and practicability of various management development tools. I training at appropriate times would be helpful in closing on these gaps. I will like to keep myself updated about new developments in HR by participating in workshops and seminars. All this will help me to stay on track to take higher responsibilities at senior level in the future. After five years, I see myself as a mature, more effective and successful professional. Q8: How often do you stop and critically analyse yourself? A. Difficult to say how often I do that but surely I do that. I analyse my way of working, my way of communicating, my behaviour with others, how I keep my room, my study/work table, when I feel challenged and when I feel down, when I feel sense of satisfaction and when I feel that there is something still to be done. The purpose is to do things in a better manner, be a better professional and a better person. 1.  Love large parties. Very inaccurate Moderately inaccurate Neither accurate nor inaccurate Moderately accurate Very accurate 2.  Like order. Very inaccurate Moderately inaccurate Neither accurate nor inaccurate Moderately accurate Very accurate 3.  Often feel blue. Very inaccurate Moderately inaccurate Neither accurate nor inaccurate Moderately accurate Very accurate 4.  Take charge. Very inaccurate Moderately inaccurate Neither accurate nor inaccurate Moderately accurate Very accurate 5.  Experience my emotions intensely. Very inaccurate Moderately inaccurate Neither accurate nor inaccurate Moderately accurate Very accurate Read More