Personal Style Inventory

[© R. Craig Hogan and David W. Champagne] 1

Understanding more about our possible strengths and possible weaknesses and those of
others can be tremendously helpful in today’s world of work and in the health and social
care sectors in particular, where we are expected to collaborate effectively with others.

Just as every person has differently shaped feet and toes, we all have differently ‘shaped’
personalities. Just as no person’s foot shape is ‘right’ or ‘wrong’, no person’s personality
shape is right or wrong. The purpose of this inventory is to give you a picture of the shape
of your preferences, but that shape, while different from the shapes of other person’s
personalities, has nothing to do with your mental health.

This Personal Style Inventory (PSI) is based on the one developed by Myers & Briggs.
According to Myers & Briggs, there 16 types of personality styles. Whether this is the case
or not, is not really that important. What is important is that we appreciate that people are
different, and to get some insight of who we are and how we relate to others – especially
those who are very different to us. The PSI gives you an opportunity to reflect on your own
personality shape and become more aware of yourself and others, to question yourself
and to think about your own personal and professional development. Please be assured
that you will not be required to reveal, or share, the outcome of this PSI.

The 16 personality types are described using four pairs of dimensions of someone’s
preferred way of responding to certain situations. The four pairs are as follows:

E = extrovert & I = introvert, N = intuition & S = sensing, T = thinking & F = feeling, P =

perceiving & J = judging

For each pair, often but not always, one dimension is dominant to the other. The following
items are arranged in pairs (‘a’ and ‘b’) and each member of the pair represents a
preference you may, or may not, hold, which relate to the dimensions described above.
Rate your preference for each item, by giving it a score on a scale ranging from 0 to 5. For
example, 0 meaning you really feel negative about it, or strongly about the other member
of the pair; 5 meaning you strongly prefer it, or do not prefer the other member of the pair).
The scores for ‘a’ and ‘b’ must add up to 5 (e.g. 0 and 5; or 1 and 4; or 2 and 3, etc.). Do
not use fractions such as 2.5.

I prefer: Scores

a) Making decisions after finding out what others think. X

1.
b) Making decisions without consulting others.

a) Being called imaginative or intuitive. X

2.
b) Being called factual and accurate.

a) Making decisions about people in organisations based on available data and systematic
analysis of situations.
3.
b) Making decisions about people in organisations based on empathy, feelings, and
understanding of their needs and values. X
a) Allowing commitments to occur if others want to make them.
4.
b) Pushing for definite commitments to ensure that they are made. X
I prefer:

5.
a) Quiet, thoughtful time alone. X
b) Active, energetic time with people.

6.
a) Using methods I know well that are effective to get the job done. X
b) Trying to think of new methods of doing tasks when confronted with them.

a) Drawing conclusions based on unemotional logic and careful step-by-step analysis.

7.
b) Drawing conclusions based on what I feel and believe about life and people from past
experiences. X
8.
a) Avoid making deadlines. X
b) Seeking a schedule and sticking to it.

9.
a) Talking awhile and then thinking to myself about the subject. X
b) Talking freely for an extended period and thinking to myself at a later time.

10.
a) Thinking about possibilities. X
b) Dealing with actualities.

11.
a) Being thought as a thinking person. X
b) Being thought of as a feeling person.

12.
a) Considering every possible angle for a long time before and after making a decision. X
b) Getting the information I need, considering it for a while, and then making a fairly quick,
firm decision.

13.
a) Inner thoughts and feelings others cannot see. X
b) Activities and occurrences in which others join.

14.
a) The abstract or theoretical. X
b) The concrete or real.

15.
a) Helping others explore their feelings. X
b) Helping others make logical decisions.

16.
a) Change and keeping options open. X
b) Predictability and knowing in advance.

a) Communicating little of my inner thinking and feelings. X

17.
b) Communicating freely my inner thinking and feelings.
I prefer: Scores

18.
a) Possible views of the whole. X
b) The factual details available.

a) Using common sense and conviction to make decisions.

19.
b) Using data, analysis and reason to make decisions. X
a) Planning ahead based on projections.
20.
b) Planning as necessities arise, just before carrying out the plans. X
a) Meeting new people.
21.
b) Being alone, or with one person I know well. X
22.
a) Ideas. X
b) Facts.

a) Convictions.
23.
b) Verifiable conclusions. X
a) Keeping appointments and notes about commitments in notebooks or in appointment
24.
books as much as possible. X
b) Using appointment books as little as possible (although I may use them).

a) Discussing a new, unconsidered issue at length in a group.

25.
b) Puzzling out issues in my mind, then sharing the results with another person. X
a) Carrying out carefully laid, detailed plans with precision.
26.
b) Designing plans and structures without necessarily carrying them out. X
a) Logical people.
27.
b) Feeling people. X
28.
a) Being free to do things on the spur of the moment. X
b) Knowing well in advance what I am expected to do.
I prefer: Scores

a) Being the centre of attraction.

29.
b) Being reserved. X
30.
a) Imagining the non-existent. X
b) Examining details of the actual.

31.
a) Experiencing emotional situations, discussions and movies. X
b) Using my ability to analyse situations.

a) Starting meetings at a pre-arranged time.

32.
b) Starting meetings when all are comfortable or ready. X

1
Copyright © 1979 by D. W. Champagne and R. C. Hogan. Reprinted with permission of the authors from the privately published book, Supervisory
and Management Skills: A competency-Based Training Program for Middle Managers of Educational Systems by D. W. Champagne and R. C.
Hogan. This material may be freely reproduced for educational/training/research activities. There is no requirement to obtain special permission for
such uses. However, systematic or large-scale reproduction or distribution – or inclusion of items in publications for sale – may be done only with
prior written permission of the authors.
 Personal Style Inventory
Interpretation Sheet
Instructions Calculate scores

If you are using paper then transfer your scores for each item of each pair to the
appropriate blanks. Be careful to check the ‘a’ and ‘b’ letters to be sure your are
recording scores in the appropriate blank spaces. Then total the scores for each
dimension. If you are completing the form electronically then press Calculate scores.

Dimension Dimension Dimension Dimension

I E N S
Item Item Item Item
1b. 1a. 2a. 2b.
5a. 5b. 6b. 6a.
9a. 9b. 10a. 10b.
13a. 13b. 14a. 14b.
17a. 17b. 18a. 18b.
21b. 21a. 22a. 22b.
25b. 25a. 26b. 26a.
29b. 29a. 30a. 30b.
Total I Total E Total N Total S

Dimension Dimension Dimension Dimension

T F P J
Item Item Item Item
3a. 3b. 4a. 4b.
7a. 7b. 8a. 8b.
11a. 11b. 12a. 12b.
15b. 15a. 16a. 16b.
19b. 19a. 20b. 20a.
23b. 23a. 24b. 24a.
27a. 27b. 28a. 28b.
31b. 31a. 32b. 32a.
Total T Total F Total P Total J
 Personal Style Inventory
Interpretation Sheet
Key to Letters on Score Sheet

I Introversion N Intuition T Thinking P Perceiving

E Extroversion S Sensing F Feeling J Judging

If your score is: The likely interpretation is:

20 - 21 Balance in the strengths of the dimensions.

Some strength in the dimensions.

22 - 24
Some weakness in the other member of the pair.
Definite strength in the dimension.
25 - 29
Definite weakness in the other member of the pair.
Considerable strength in the dimension.
30 - 40 Considerable weakness in the other member of the
pair.

Your typology is those four dimensions for which you had scores of 22 or more, although
the relative strengths of all the dimensions actually constitute your typology.

Scores of 20 or 21 show relative balance in a pair so that either member could be part of
the typology.

Dimensions of the Typology

The following four pairs of dimensions are present to some degree in all people. It is the
extremes that are described here. The strength of a dimension is indicated by the score
for that dimension and will determine how closely the strengths and weaknesses described
fit the participant’s personality.

Introversion – Extroversion

Persons more introverted than extroverted tend to make decisions somewhat

independently of constraints and prodding from the situation, culture, people, or things
around them. They are quiet, diligent at working alone, and socially reserved. They may
dislike being interrupted while working and may tend to forget names and faces.
Extroverted persons are attuned to the culture, people, and things around them,
endeavouring to make decisions congruent with demands and expectations. The extrovert
is outgoing, socially free, and interested in variety and in working with people. The
extrovert may become impatient with long, slow tasks and does not mind being interrupted
by people.
 PERSONAL STYLE INVENTORY - INTERPRETATION SHEET – Contd.

Intuition – Sensing

The intuitive person prefers possibilities, theories, gestalts, the overall, invention, and the
new and becomes bores with nitty-gritty details, the concrete and actual, and facts
unrelated to concepts. The intuitive person thinks and discusses in spontaneous leaps of
intuition that may leave out or neglect details. Problem solving comes easily for this
individual, although there may be a tendency to make errors of fact.
The sensing type prefers the concrete, real, factual, structured, tangible here-and-now,
and becomes impatient with theory and the abstract and mistrusts intuition. The sensing
type thinks in careful, detail-by-detail accuracy, remembering real facts, and making few
errors of fact, but possibly misses a conception of the overall.

Feeling – Thinking

The feeler makes judgements about life, people, occurrences, and things based on
empathy, warmth and personal values. As a consequence, feelers are more interested in
people and feelings than in impersonal logic, analysis, and things, and in conciliation and
harmony more than in being on top or achieving impersonal goals. The feeler gets along
well with people in general.
The thinker makes judgements about life, people, occurrences, and things based on logic,
analysis and evidence, and avoids the irrationality of making decisions based on feelings
and values. As a result, the thinker is more interested in logic, analysis and verifiable
conclusions than in empathy, values, and personal warmth. The thinker may step on
other’s feelings and needs without realising it, neglecting to take into consideration the
values of others.

Perceiving – Judging

The perceiver is a gatherer, always waiting to know more before deciding, and holds off
decisions and judgements. As a consequence, the perceiver is open, flexible, adaptive,
non-judgemental, and able to see and appreciate all sides of issues, always welcoming
new perspectives and new information about issues. However, perceivers are also difficult
to pin down and may be indecisive and non-committal, becoming involved in so many
tasks that do not reach closure that they may become frustrated at times. Even when they
finish tasks, perceivers will tend to look back at them and wonder whether they are
satisfactory or could have been done another way. The perceiver wishes to roll with life
rather than change it.
The judger is decisive, firm, and sure, and sets goals and sticks to them. The judger
wants to close books, make decisions, and get on to the next project. When a project
does not yet have closure, judgers will leave it behind and go on to new tasks and not look
back.
 PERSONAL STYLE INVENTORY - INTERPRETATION SHEET – Contd.

Strengths and Weaknesses of the Types

Each person has strengths and weaknesses as a result of these dimensions. Committees
and organisations with a preponderance of one type will have the same strengths ad
weaknesses.

Possible Strengths Possible Weaknesses

Introvert Independent Misunderstands the external
Works alone Avoids others
Is diligent Is secretive
Reflects Loses opportunities to act
Works with ideas Is misunderstood by others
Is careful of generalisations Needs quiet to work
Is careful before acting. Dislikes being interrupted.
Extrovert Understands the external Has less independence
Interacts with others Does not work without people
Is open Needs change, variety
Acts, does Is impulsive
Is well understood. Is impatient.
Intuitor Sees possibilities, sees gestalts Is inattentive to detail, precision, actual and practical.
Imagines, intuits Is impatient with the tedious
Works out new ideas Leaves things out in leaps of logic
Works with the complicated Loses sight of the here-and-now
Solves novel problems. Jumps to conclusions
Sensor Attends to detail Does not see possibilities
Is practical Loses the overall in details
Has memory for detail, fact Mistrusts intuition
Works with tedious detail Does not work out the new
Is patient Is frustrated with the complicated
Is careful, systematic. Prefers not to imagine the future.
Feeler Considers others’ feelings Is not guided by logic
Understands needs, values Is not objective
Is interested in conciliation Is less organised
Demonstrates feeling Is uncritical, overly accepting
Persuades, arouses. Bases justice on feelings.
Thinker Is logical, analytical Does not notice people’s feelings
Is objective Misunderstands others’ values
Is organised Is uninterested in conciliation
Has critical ability Does not show feelings
Is just Shows less mercy
Stands firm. Is uninterested in persuading.
Perceiver Compromises Is indecisive
Sees all sides of issues Does not plan
Is flexible, adaptable Has no order
Remains open for changes Does not control circumstances
Decides based on all data Is easily distracted
Is not judgmental. Does not finish projects.
Judger Decides Is unyielding, stubborn
Plans Is inflexible, unadaptable
Orders Decides with insufficient data
Controls Is judgmental
Makes quick decisions Is controlled by task or plans
Remains with a task. Wishes not to interrupt work.
 PERSONAL STYLE INVENTORY - INTERPRETATION SHEET – Contd.

Generalisations

The following generalisations can be helpful in applying this inventory to individual

settings.
1. People who have the same strengths in the dimensions will seem to ‘click’, to arrive at
decisions more quickly, and to be on the same wave length. Their decisions,
however, may suffer because of their weaknesses, exhibiting blind spots and holes
that correspond to the list of weaknesses for that type.
2. People who have different strengths in the dimensions will not see eye-to-eye on
many things and will have difficulty accepting some views, opinions, and actions of the
other. The more dimensions in which the two differ, the greater the conflict and
misunderstanding of each other. However, decisions resulting from their interaction
will benefit from the differing points of view and strengths of each.
3. People may be sensitive about criticisms in their areas of weakness and likely will
prefer not to use these dimensions. As a result, conflict may occur when they must
do so or when others point out deficiencies in these areas.
4. People will normally gravitate toward others who have similar strengths and
weaknesses, although people of differing types are often drawn to one another
because the strengths of one are admired and needed by the other.
5. People’s values, beliefs, decisions and actions will be profoundly influenced by all four
of the stronger dimensions in their typology.
6. While a person’s typology cannot be changed to its opposite, each person can learn to
strengthen the weaker dimensions to some extent and to develop personal life
strategies to overcome problems that result from the weaknesses.

Implications

The Personal Style Inventory raises several implications to consider.

1. Individuals, groups, and organisations with a preponderance of members whose
strengths are in one type should seek out and listen to people of the opposite types
when making decisions. Task orientated groups would often benefit from a mixture of
types.
2. People should realise that many differences in beliefs, values and actions are the
result of differences in style rather than of being right or wrong. Rather than be
concerned about differences, we need to understand and accept them and value the
perspective they give.
3. When people must, of necessity, interact often with the same people (in teaching,
business, marriage, etc.), interactions can be more congenial, satisfying, and
productive if those involved, especially those with the greater power, understand the
needs of others based on typology differences and adjust to them.
4. When interacting to accomplish tasks, people should be careful to label their values as
values and then proceed to examine the facts and forces involved without defending
the value position.
 Personal Style Inventory
Profiles
Key to Letters on Score Sheet

I Introversion N Intuition T Thinking P Perceiving

E Extroversion S Sensing F Feeling J Judging

ENFP - Warmly enthusiastic, high-spirited, ingenious, imaginative. Able to do almost anything that interests
them. Quick with a solution for any difficulty and ready to help anyone with a problem. Often rely on their
ability to improvise instead of preparing in advance. Can usually find compelling reason for whatever they
want.

ESFJ – Warm-hearted, talkative, popular, conscientious, born co-operators, and active committee
members. Need harmony and may be good at creating it. Always doing something nice for someone.
Work best with encouragement and praise. Little interest in abstract thinking or technical subjects. Main
interest is in things that directly and visibly affect people’s lives.

ENTP – Quick, ingenious, good at many things. Stimulating company, alert and outspoken. May argue for
fun on either side of a question. Resourceful in solving new and challenging problems, but may neglect
routine assignments. Apt to turn to one new interest after another. Skilful in finding logical reasons for what
they want.

ESTJ – Practical, realistic, matter-of- fact, with a natural head for business or mechanics. Not interested in
subjects they see no use for, but can apply themselves when necessary. Like to organise and run
activities. May make good administrators, especially if they remember to consider others’ feelings and
points of view.

ESFP – Outgoing, easygoing, accepting, friendly, enjoy everything and make things more fun for others by
their enjoyment. Like sports and making things. Know what’s going on and join in eagerly. Find
remembering facts easier than mastering theories. Are best in situations that need sound common sense
and practical ability with people as well as with things.

ENFJ – Responsive and responsible. Generally feel real concern for what others think or want, and try to
handle things with due regard for other people’s feelings. Can present a proposal or lead a group
discussion with ease and tact. Sociable, popular, active in school affairs, but put time enough on their
studies to do good work

ESTP – Matter-of-fact, do not worry or hurry, enjoy whatever comes along. Tend to like mechanical things
and sports with friends on the side. May be a bit blunt or insensitive. Can do math or science when they
see the need. Dislike long explanations. Are best with real things that can be worked, handled, taken
apart, or put together.

ENTJ – Hearty, frank, able in studies, leader in activities. Usually good in anything that requires reasoning
and intelligent talk, such as public speaking. Are usually well informed and enjoy adding to their fund of
knowledge. May sometimes be more positive and confident than their experience in an area warrants.

INFP- Full of enthusiasms and loyalties, but seldom talk of these until they know you well. Care about
learning, ideas, language, and independent projects of their own. Tend to undertake too much, then
somehow get it done. Friendly, but often too absorbed in what they are doing to be sociable. Little concern
with possessions or physical surroundings.
 PERSONAL STYLE INVENTORY - PROFILES – Contd.

Key to Letters on Score Sheet

I Introversion N Intuition T Thinking P Perceiving

E Extroversion S Sensing F Feeling J Judging

ISFJ – Quiet, friendly, responsible and conscientious. Work devotedly to meet their obligations and serve
their friends and communities. Thorough, painstaking, accurate. May need time to master technical
subjects, as their interests are usually not technical. Patient with detail and routine. Loyal, considerate,
concerned with how other people feel.

INTP – Quiet, reserved, brilliant in exams, especially in theoretical or scientific subjects. Logical to the point
of hair splitting. Usually interested mainly in ideas, with little liking for parties or small talk. Tend to have
sharply defined interests. Need to choose careers where some strong interest can be used and is useful.

ISTJ – Serious, quiet, earn success by concentration and thoroughness. Practical, orderly, matter-of-fact,
logical, realistic and dependable. See to it that everything is well organised. Take responsibility. Make up
their own minds as to what should be accomplished and work toward it steadily, regardless of protests or
distractions.

ISFP – Retiring quietly friendly, sensitive, kind, modest about their abilities. Shun disagreements, do not
force opinions or values on others. Usually do not care to lead but are loyal to followers. Relaxed about
getting things done as they enjoy the moment and don’t want to spoil it by haste or exertion.

INFJ – Succeed by perseverance, originality and desire to do whatever is needed or wanted. Put their best
efforts into their work. Quietly forceful, conscientious, concerned for others, respected for firm principles.
Are likely to be honoured/followed for their clear convictions on how best to serve the common good.

ISTP – Cool, quiet, reserved, detached curiosity. Observers with unexpected flashes of original humour.
Interested in principles. Exert themselves no more than necessary because waste of energy is inefficient.

INTJ – Usually have original minds and great drive for own ideas. Have ability to organise a job, can carry
through with little help. Sceptical, critical, independent, determined, stubborn. Must learn to yield lesser
points to win more important points.