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Impact of DISC Behavioral Styles on Job Satisfaction and Clinical Competencies among Newly Hired Nurses

Authors:
Mi Yeong Mun
Mi Yeong Mun
Mi Yeong Mun
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Seon Young Hwang at Hanyang University
Seon Young Hwang
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Abstract and Figures

In this study, behavioral styles of Dominance, Influence, Steadiness, and Conscientiousness (DISC) were examined and differences in job satisfaction and clinical competence among newly hired nurses were explored.
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Behavioral Style Insight Report for Jane Sample
© 2002-2011 Use by A and A, Inc. permitted under license agreement. All rights reserved. 1
Jane Sample
3/17/2011
BEHAVIORAL STYLE INSIGHT REPORT FOR Jane Sample
INSIGHT
REPORT
BEHAVIORAL
STYLE
©
GLS
Worldwide, LLC
Behavioral Style Insight Report for Jane Sample
© 2002-2011 Use by A and A, Inc. permitted under license agreement. All rights reserved. 2
This Behavioral Style Assessment is based on the DISC behavioral model as developed by
Dr. William Moulton Marston. The four dimensions of behavior measured in this
assessment help explain how an individual will behave and act on decisions. The
Behavioral Style Assessment serves as an excellent tool for understanding your behavior
and how to adapt your behavior in order to maximize performance.
About This Report
This report will help you to:
• Understand your behavioral style characteristics in many environments, including
at work and under stress.
• Provide you with information about your strengths as well as areas for
development.
• Open the door to effective interpersonal communication.
• Learn how to effectively motivate, manage, and collaborate with other individuals.
The Behavioral Style Assessment measures four dimensions of behavior. They are:
Dominance- how one responds to problems and challenges.
Influence- how one influences others to their point of view.
Steadiness- how one responds to the pace of the environment.
Compliance- how one responds to rules and procedures set by others.
In addition to understanding your behavioral style characteristics, this report will also
help you identify ways that you can apply your strengths or modify your limitations to
meet the needs of a particular situation or relationship. This is called adaptability.
Adaptability is the key to building successful professional relationships and to utilizing
your talents in order to reach your full potential.
Introduction
Behavioral Style Insight Report for Jane Sample
© 2002-2011 Use by A and A, Inc. permitted under license agreement. All rights reserved. 3
You have the ability to take an ambiguous idea, modify it, and create a practical solution, all very
quickly. Your ability to quickly analyze a situation -- even a disjointed one -- and synthesize it to
craft a new cohesive idea is a rare skill. This is also a strength that should be amplified by the
team or organization. You bring unique problem-solving skills to the table.
You are seen by others as a "mover and shaker" who jumps in to compete with the best. Your
competitive spirit breeds a willingness to try new and difficult assignments. This can serve as a
model of leadership to the organization. You have the ability to influence others, cooperate on a
project, and to set the pace as to what needs to be done. You have the ability to delegate certain
tasks with rapid speed. Our coaching shows how to delegate those tasks requiring lots of detail
work, so that you can maintain focus on the "big picture" aspects of the project.
You demonstrate a high degree of assertiveness and persuasiveness. This is a strength, as long as
it is monitored and governed so as not to alienate others who may not be as outspoken as you are.
People who score like you may be perceived by some to be overly aggressive. When you are
working with those less assertive, attempt to soften your approach a bit, and you'll find them
more willing to get on board with an idea or project.
Jane, the pattern of your responses indicates that you may be perceived as one who is very
resourceful, well-networked, and influential. Your "people skills" allow you to be verbally fluent
in speaking with others, and your risk-taking spirit allows you to bring a high level of influence
and energy to projects. Your sense of urgency in getting things done contributes to your ability to
create an active and efficient work climate.
General Characte
ristics
Behavioral Style Insight Report for Jane Sample
© 2002-2011 Use by A and A, Inc. permitted under license agreement. All rights reserved. 4
Your score on the instrument shows that you are seen by others as flexible, versatile, and positive
in all environments. Several traits combine to create this impression. Your quick thinking and
decisiveness, your people skills, and your sense of urgency, all combine to create your
spontaneous nature on the job. This can be of enormous value to the team, especially in
presentations and negotiations.
You seem to thrive in positions of power, authority, and responsibility. You score like those who
tend to accept more work than they can seemingly do, then do it. When you are given authority,
you step up to the challenge and deliver. Those who score like you have a common organizational
complaint: that they are given a lot of responsibility by the organization, but not the authority to
carry out necessary changes. As a piece of coaching, we suggest being certain that you are given
authority that matches the responsibility on a specific job or project.
Jane, your responses show that you are a hard-driver, even in the face of opposition. This trait
has helped you succeed in the past, where others may have given up. Your ability to rapidly solve
problems in a broad-based manner allows you to strategize a plan, and modify it as it evolves.
When you are leading a team, your strategic ability is evident to those observing your actions,
although only a few would likely be able to replicate your methods.
Your response pattern shows that you have high expectations for others, in regard to pace of
production. The fact that not everyone can maintain your pace could be a source of
disappointment. Our coaching here is aimed at helping you realize that slightly slower-moving
people can still bring valuable analysis and insight to the team.
General Characteristics Continued
Behavioral Style Insight Report for Jane Sample
© 2002-2011 Use by A and A, Inc. permitted under license agreement. All rights reserved. 5
Strengths:
§ You are ready to take the credit or assume the blame for the results.
§ You are highly driven toward solutions and success, and enjoy bringing others with you on the
journey.
§ You have the ability to be both firm and friendly, as the situation demands.
§ You have a strong ability to motivate and manage others through your optimistic attitude and firm
delegation of tasks.
§ You approach challenges in a forceful, direct, and bottom-line savvy manner.
§ You are able to jump into the middle of a project in process, get people on board, and make
decisions quickly.
§ You're a cooperative team player or leader, who respects organizational policies and protocol.
Work Style Tendencies:
§ A very resourceful individual, you can adapt to many different environments quickly.
§ You are very self-reliant, always looking to find your own solutions.
§ You are not easily influenced by the group, or by the constraints of organizational protocol.
§ You tend to rely more heavily on your own evaluations and decisions, than on the input of others.
§ You desire authority equal to your responsibility.
§ You may be critical of established procedures and methods.
§ You are motivated by change and new challenges, and may become bored when the pace slows or
the challenge has been conquered.
Strengths in an Organization
Behavioral Style Insight Report for Jane Sample
© 2002-2011 Use by A and A, Inc. permitted under license agreement. All rights reserved. 6
Potential Areas for Improvement:
§ Your sense of urgency may lead you to attempt too many simultaneous tasks. You may avoid
delegation, reasoning that it's easier and faster to do the task yourself.
§ A combination of ego and optimism may lead you to act too impulsively at times.
§ You tend to be a selective listener, hearing only what you want to hear.
§ You may become impatient when others do not give you proper attention and recognition.
§ You may oversell others on project goals, and the team's ability to achieve them.
§ While directing team projects, you may tend to avoid direct participation with others.
§ Rather than emphasizing the positive, you may sometimes be too critical with team results.
Potential Areas for Improvement
Behavioral Style Insight Report for Jane Sample
© 2002-2011 Use by A and A, Inc. permitted under license agreement. All rights reserved. 7
How to Read and Interpret Your Behavioral Style Graph
Your Natural Style is your perception of the real you. These are also behaviors you are
most likely to exhibit when in stressful situations. This part of the graph tends to be fairly
consistent even in different environments. Your Adapted Style is your perception of the
behavioral tendencies you think you should use in your work environment. This graph
may change in different environments.
If your Natural and Adapted Style scores are similar, it means that you tend to use your
same natural behaviors in that environment. If your Adapted Style is different from your
Natural Style, this may cause stress if done over a long period of time. You are then using
behaviors that are not as comfortable or natural for you.
Behavioral Style Graph
Behavioral Style Insight Report for Jane Sample
© 2002-2011 Use by A and A, Inc. permitted under license agreement. All rights reserved. 8
The Behavioral Map has eight behavioral zones. Each zone identifies a different combination of
behavioral traits. The peripheral descriptors describe how others typically see individuals with
your style. Plots on the outer edges of the diamond identify that one factor of your style will
dominate the other three. As you move towards the center of the map, two and eventually three
traits combine to moderate the intensity of your style within a specific behavioral zone.
The Scoring Legend
The D = Dominance (How You Deal with Problems); the I = Influence/Extroversion (How You
Deal with Other People); the S = Steadiness/Patience (How You Deal with Your Activity Level);
and the C = Compliance/Structure (How You Deal with the “Rules”, Details and Focus on
Accuracy).
= (13) Natural
Behavioral Style
= (11) Adapted
Behavioral Style
Efficient, Analytical, Organized,
Factual, Aware of the Consequences
of their Actions, Practical and
Innovative.
Data, Fact & Analysis
Based. Precise &
Accurate Trusts in the
Value of Structure,
Standards & Order.
Sees the value of
“Rules”.
A
ssertive, Results Focused,
Rapid Decisions, Will Seek
Challenges, Can be
Aggressive and Impatient,
Desires to Lead.
Both Assertive and
Persuasive, Likely to
embrace New
Concepts, Often a
Mover and a Shaker,
Can be very outgoing
with High Energy and
Engaging Effort.
Very Outgoing &
Persuasive, Very People
Oriented, Quite Optimistic
Outlook, Strong
Communication Skills,
Likes to have Variety in
their day.
Supportive & Persuasive,
Good Team Player, Creates
Good Will & provides Good
Customer Service.
Very Patient & Favors
Stability and
Structure. Not a Risk
Taker, Likes to
operate at a Steady,
Even Pace.
Bala
nces & Values
Data & Diplomacy,
Mindful of the
“Rules”. Will be Goal
Focused, Dislikes
Confusion and
Ambiguity.
Behavioral Pattern Map
Behavioral Style Insight Report for Jane Sample
© 2002-2011 Use by A and A, Inc. permitted under license agreement. All rights reserved. 9
HIGH
DOMINANCE
STYLE
HIGH
INFLUENCE
STYLE
HIGH
STEADINESS
STYLE
HIGH
COMPLIANCE
STYLE
PACE
Fast/Decisive Fast/Spontaneous Slower/Relaxed Slower/Systematic
PRIORITY
Goal People Relationship Task
SEEKS
Productivity
Control
Participation
Applause
Acceptance Accuracy
Precision
STRENGTHS
Administration
Leadership
Pioneering
Persuading
Motivating
Entertaining
Listening
Teamwork
Follow-through
Planning
Systematizing
Orchestration
GROWTH
AREAS
Impatient
Insensitive to
others
Poor Listener
Inattentive to
detail
Short attention span
Low follow-through
Oversensitive
Slow to begin
action
Lacks global
perspective
Perfectionist
Critical
Unresponsive
FEARS
Being taken
advantage of
Loss of social
recognition
Sudden changes
Instability
Personal criticism of
their work efforts
IRRITATIONS
Inefficiency
Indecision
Routines
Complexity
Insensitivity
Impatience
Disorganization
Impropriety
UNDER STRESS
MAY BECOME
Dictatorial
Critical
Sarcastic
Superficial
Submissive
Indecisive
Withdrawn
Headstrong
GAINS
SECURITY
THROUGH
Control
Leadership
Playfulness
Others’ approval
Friendship
Cooperation
Preparation
Thoroughness
MEASURES
PERSONAL
WORTH BY
Impact or results
Track record and
process
Acknowledgments
Applause
Compliments
Compatibility with
others
Depth of
contribution
Precision
Accuracy
Quality of results
WORKPLACE
Efficient
Busy
Structured
Interacting
Busy
Personal
Friendly
Functional
Personal
Formal
Functional
Structured
Four Basic Behavioral Styles Overview
... INTRODUCCIÓN E l test DISC (siglas en inglés de los tipos de personalidad Dominante, Influyente, Estable y Cumplidor) se ha administrado a más de cincuenta millones de personas (Bonnstetter, Bonnstetter & Bonnstetter, 2014), por lo que se considera una herramienta clave en procesos de selección, coaching y consultoría de recursos humanos en todo el mundo (Forsyth, Davis, Mitchell & Fryer, 2016: Furlow, 2002Mun & Hwang, 2015;Park, Kang & Kim, 2012;Payne, 2014). ...
... Otras limitaciones de la presente investigación tienen que ver con la necesidad de añadir variables que den cuenta de la incidencia de los distintos perfiles en la gestión de equipos de trabajo u otros elementos de la cultura organizacional. Adicionalmente, si bien se ha demostrado que los rasgos descritos por el DISC inciden en otros elementos como la creatividad (Puccio & Grivas, 2009), la satisfacción con el trabajo (Mun & Hwang, 2015) o el rendimiento de los equipos (Lykourentzou, Antoniou, Naudet & Dow, 2016), el análisis del liderazgo propuesto aquí ha de atender a otras perspectivas como las que priorizan el contexto o los procesos de identidad social (en línea con lo señalado, entre otros, por Haslam et al., 2011y Zacccaro et al., 2018. ...
Evidencia empírica del DISC en futuros líderes iberoamericanos: una aportación de William Moulton Marston a la función directiva
Article
Full-text available
  • Dec 2021
Al analizar la función directiva característica de líderes mediante el test DISC —derivado del trabajo pionero de W. M. Marston—, se describen cuatro perfiles basados en los ejes Introversión-Extroversión y Racional-Emocional: Dominante, Influyente, Estable y Cumplidor). Al ser un test tan ampliamente utilizado como escasas sus contribuciones empíricas, se llevó a cabo una investigación no experimental del tipo asociativa y transversal de la estructura predominante de los perfiles DISC (primario y de apoyo), atendiendo a las diferencias según el sexo y el país. Conformaron la muestra intencional estudiada 198 asistentes a una formación universitaria para personal directivo, ejecutivo de línea y de alta dirección (142 hombres y 56 mujeres, con edades entre 25 y 50 años —M = 36,98; DT = 7,14), quienes cumplimentaron la variante del DISC conocida como APP Thomas. Los resultados obtenidos, consistentes en su mayor parte con hallazgos precedentes en otros contextos vinculados al liderazgo, destacan el estilo Influyente como predominante, que en el 48,1% de los casos se apoya en el perfil Dominante (χ2 = 141,98; p < ,000); se observa, además, un perfil Cumplidor en las mujeres que, en el 87,5% de los casos, se apoya en el perfil Estable (χ2 = 72,42; p < ,000). Estos datos evidencian la vigencia y utilidad del DISC al analizar los estilos de liderazgo, mostrando la estructura básica de los estilos Influyente y Dominante (al considerar los factores de apoyo) en la función directiva, inherente al liderazgo organizacional.
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... INTRODUCCIÓN E l test DISC (siglas en inglés de los tipos de personalidad Dominante, Influyente, Estable y Cumplidor) se ha administrado a más de cincuenta millones de personas (Bonnstetter, Bonnstetter & Bonnstetter, 2014), por lo que se considera una herramienta clave en procesos de selección, coaching y consultoría de recursos humanos en todo el mundo (Forsyth, Davis, Mitchell & Fryer, 2016: Furlow, 2002Mun & Hwang, 2015;Park, Kang & Kim, 2012;Payne, 2014). ...
... Otras limitaciones de la presente investigación tienen que ver con la necesidad de añadir variables que den cuenta de la incidencia de los distintos perfiles en la gestión de equipos de trabajo u otros elementos de la cultura organizacional. Adicionalmente, si bien se ha demostrado que los rasgos descritos por el DISC inciden en otros elementos como la creatividad (Puccio & Grivas, 2009), la satisfacción con el trabajo (Mun & Hwang, 2015) o el rendimiento de los equipos (Lykourentzou, Antoniou, Naudet & Dow, 2016), el análisis del liderazgo propuesto aquí ha de atender a otras perspectivas como las que priorizan el contexto o los procesos de identidad social (en línea con lo señalado, entre otros, por Haslam et al., 2011y Zacccaro et al., 2018. ...
Evidencia empírica del DISC en futuros líderes iberoamericanos: una aportación de William Moulton Marston a la función directiva
Article
  • Dec 2021
Al analizar la función directiva característica de líderes mediante el test DISC —derivado del trabajo pionero de W. M. Marston—, se describen cuatro perfiles basados en los ejes Introversión-Extroversión y Racional-Emocional: Dominante, Influyente, Estable y Cumplidor). Al ser un test tan ampliamente utilizado como escasas sus contribuciones empíricas, se llevó a cabo una investigación no experimental del tipo asociativa y transversal de la estructura predominante de los perfiles DISC (primario y de apoyo), atendiendo a las diferencias según el sexo y el país. Conformaron la muestra intencional estudiada 198 asistentes a una formación universitaria para personal directivo, ejecutivo de línea y de alta dirección (142 hombres y 56 mujeres, con edades entre 25 y 50 años —M = 36,98; DT = 7,14), quienes cumplimentaron la variante del DISC conocida como APP Thomas. Los resultados obtenidos, consistentes en su mayor parte con hallazgos precedentes en otros contextos vinculados al liderazgo, destacan el estilo Influyente como predominante, que en el 48,1% de los casos se apoya en el perfil Dominante (χ2 = 141,98; p < ,000); se observa, además, un perfil Cumplidor en las mujeres que, en el 87,5% de los casos, se apoya en el perfil Estable (χ2 = 72,42; p < ,000). Estos datos evidencian la vigencia y utilidad del DISC al analizar los estilos de liderazgo, mostrando la estructura básica de los estilos Influyente y Dominante (al considerar los factores de apoyo) en la función directiva, inherente al liderazgo organizacional.
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... Being accepted by others is important to them, as is trusting others and forming lasting relationships. 19 Amongst our sample of medical students, 127 belong to the S personality type. These individuals are known for being supportive or steady, accommodating, and humble. ...
... In contrast, the study of 176 nurses, the majority of the nurses belonged to the I personality type, whilst the minatory of nurses belonged to the D types. 19 In another study done in South Korea of 171 dental hygienists, the most personality type was I and the least type was D Finally, amongst 847 naval aviation students, the most personality style was C and the least personality style was S. 20,21 In terms of how personality type affects the learning and practice of medicine, medical students must be capable of a high level of critical thinking, attentive to detail, and concerned with accuracy. These qualities help them address medical cases appropriately and benefit their patients. ...
The relationship between personality type and the academic achievement of medical students in a Saudi medical school
Article
Full-text available
  • Jul 2018
Background: The significance of understanding one’s individual personality is crucial to performance in study and at work and to one’s communication with others. This study aims to evaluate the distribution of personality types amongst medical students and to study the relationship between each personality type and academic achievement.Methods: This cross-sectional study was used. Total of 414 medical students from king Abdelaziz university in Jeddah participated. Data was collected by using validated DiSC assessment questionnaire. Data were entered by electronic questionnaire. A chi-square test was used to analyze the data.Results: A total of 148 (36%) students belonged to C personality type. A total of 102 (24%) belonged to D type. The S type was found dominant amongst 127 (31%) students. Finally, 37 (9%) of the students conformed to the I type. A chi-square test was conducted to assess the relationship between academic achievement and DiSC assessment which revealed no significance P value (0.08).Conclusions: The highest percentage of medical students conformed to the C personality type, whilst the lowest percentage showed a tendency toward the I personality type. These results would be helpful for the undergraduate students or high school graduate in which some of them may have the belief that only certain kind of personalities would fit appropriate in the medical field or succeed. We recommend for further studies to be carried out using the DiSC model on students from other specialty rather than medical filed, as engineering, to see their personality type. This may help students in freshman year to choose a specialty that suit their personality type.
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... In Lee [18], the most common DISC profile was the D type, while the S type was the most prevalent in Park and Ju [9], in contrast to our results. However, previous studies conducted on dental hygiene students and nursing students [15,[19][20][21][22] reported that the I type was the most prevalent among these student populations, similar to our findings. ...
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... Whilst there is no comparison literature for physiotherapists, this distribution of DiSC styles differed somewhat to the findings published by Mun and Hwang [27] about nurses whose preferred behaviour styles were shown to be Dominance (11.4%), Influence (42%), Steadiness (29%), and Conscientiousness (17.6%), with the distribution of behaviour styles in the bottom two quarters of the DiSC (S and C) accounting for less than half (46.6%) of nurses and the most prevalent style being Influence (i). ...
Physiotherapy students’ DiSC behaviour styles can be used to predict the likelihood of success in clinical placements
Article
Full-text available
Background: Behaviour can be defined as the internally coordinated responses (actions or inactions) of whole living organisms (individuals or groups) to internal and/or external stimuli, excluding responses more easily understood as developmental changes. Unlike personality traits, that are thought to be biologically consistent, behaviour, through the application of cognition and reasoning is open to change across time and circumstance, although most humans will display preferred ways of behaving. The objective of this study was to: i) identify the behaviour styles of physiotherapy students and investigate if there is a relationship (predictive or otherwise) between students' unique behaviour patterns and their clinical placement grades and; ii) examine if this relationship differs when student's in a Master's level program as well as student's in a Bachelor's level program are explored separately. Methods: This cross-sectional study with 132 (F = 78, M = 54) physiotherapy students was conducted across two Australian university settings. Measures included Everything DiSC Workplace profile, Assessment of Physiotherapy Practice (APP). Results: Physiotherapy students (n = 133) profiled the following ways: Dominance (D) style n = 20 (15%), Influence (i) style n = 33 (25%), Steadiness (S) style n = 36 (27%) and Conscientiousness (C) n = 44 (33%). Students with the individual DiSC styles of i and Conscientiousness / Steadiness (CS) were in the lowest APP quartile for clinical grades and the D style was in the highest quartile. Binary logistic regressions revealed students with an i DiSC style had 3.96 times higher odds, and students with a CS DiSC style had 4.34 times higher odds, of failing a clinical placement. When explored independently, the same trend remained for Master's level students. Bachelor's level students with DiSC styles of S and C had failed placements, however these styles were not significantly associated with failure (DiSC S Style: Exp(B) 1.667, p = 0.713 (CI: 0.109 to 25.433), DiSC C Style: Exp(B) 11.00, p = 0.097 (CI: 0.646 to 187.166)). Conclusion: Physiotherapy students with DiSC styles i and CS appear to be more likely to fail physiotherapy clinical placements. Further research with larger undergraduate samples is required to establish if relations differ for undergraduate versus postgraduate students.
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Linking Behavioral Styles of Leaders to Organizational Success: Using the DISC Model to Grow Behavioral Awareness
Article
  • Jan 2019
Organizational success is directly related to the ability of leaders to influence followers in support of strategic goals. Leaders utilize interpersonal skills to communicate goals, brainstorm actions, create collaboration, and move followers in desired directions. Successful leaders must be astute at recognizing key characteristics in followers, characteristics that may help or hinder meeting performance expectations. Hence, the ability to generalize and predict behaviors was paramount to leaders adapting to the work environment. Ultimately, leaders who use DISC systems to predict and influence the behavior of followers were more effective when the leaders can generalize distribution data to groups of followers as they recruit, hire, set work expectations and provide training. This article provides a meta-review of organizational initiatives in which DISC assessments were used as tools for leaders. The article includes a distribution study of 100 respondents in leadership development programs intended to aid leaders in predicting follower populations and behaviors.
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Personality Types of Nurses and the Relation between Self-Efficacy and Clinical Performance Ability
Article
  • Nov 2016
This study was to determine the relationship between nurse DISC personality types, self-efficacy, clinical performance. Data were collected from 302 nurses in 5 hospitals in K city. Data were analyzed using descriptive statistics, t-test, ANOVA, Pearson`s correlation coefficient. With regard to self-efficacy and clinical performance, D type showed a higher score than type I type and S type. The lower region of the clinical performance showed the nursing process, nursing skills, higher score than the D Type S Type in professional development. With regard to personality and self-efficacy, and clinical performance, the type D (r
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Comparison of competence assessments made by nurse managers and practising nurses
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  • Dec 2003
This study compares nurse and manager assessments of nurse competence in a university hospital setting. Although managers carry out annual reviews, few studies have examined the agreement between the competence assessments made by practising nurses and their managers. Using a pretested 73-item questionnaire, consisting of seven competence categories, we compared self-assessments and manager assessments of the level of nurse competence on a Visual Analogue Scale of 0-100 and the frequency of using competencies by using statistical analyses. Managers assessed the overall level of competence (70.8 +/- 19.3 vs. 63.9 +/- 13.7) (mean +/- SD) and the level of competence in five competence categories significantly higher than the nurses themselves. A high degree of agreement was found between the assessments for the frequency of using competencies. These results can be used to encourage nurses and to improve the quality of care in different hospital work environments.
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