Myers Briggs
Type Indicator:
A Key to Workplace
Relationships
Minnesota Management & Budget
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Question 2: _______________________________________________________________
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Revised April 2008
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Learning Objectives
In this session, we will:
•
Learn about the Myers Briggs Personality Type Indicator (MBTI);
•
Identify personal strengths and challenges;
•
Discuss implications for supervision and team leadership.
Psychological type assumes that relationships can be enhanced
when
differences are understood and valued.
Of importance for leaders, type reveals that learning
to
access and appropriately express different mental capacities
is
crucial to building relationships, communicating appropriately,
and promoting synergy among members of a team.
By gaining clarity about your own type, you can have a deeper awareness
of your leadership strengths and potential development needs.
Pearman, R. (1999).
What Energizes You?
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Extraversion
Introversion
Active nature
Reflective nature
Dynamic, animated communicators
Less demonstrative communicators
May prefer face-to-face discussions
May prefer indirect communication
Process externally
Process internally
Discussion
Introverts: What do you appreciate about Extraverts in the workplace? What
question(s) would you ask to better understand them?
Extraverts: What do you appreciate about Introverts in the workplace? What
question(s) would you ask to better understand them?
Implications for supervision
How Do You Gather Information?
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Sensing
INtuition
Like details, facts, specifics
See patterns and connections
Chronological approach
Use random approach
Rely on experience
Like theories, general concepts
Past and present focus
Future orientation
Practical
Imaginative, think about possibilities
Discussion
Tell me about the picture.
Implications for supervision
How Do You Make Decisions?
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Thinking
Feeling
Consider pros and cons, logical analysis
Use personal values to make decisions
Cause-and-effect reasoning
Impact on people
Like to critique and suggest improvements
Like to demonstrate appreciation
Prefer to get down to business
Focus on relationships, like harmony
Principles
Circumstances
Discussion
You are part of a conference planning committee of nine individuals. Your committee’s
work has caught the attention of the International Conference Planning Association
(ICPA), which is having a convention in Hawaii in a few months. They’ve asked your
entire committee to come and present on “best practices” from your experience.
Whoops! You just got a call. The convention group is having budget problems, and can
only afford to pay for three of your committee members to come to the convention.
What process will you use to decide who will go? List your considerations or options in
order (what would you think of first, second, and so on).
Implications for supervision
What is Your Approach to Life?
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Judging
Perceiving
Like closure
Like to keep options open
Prefer to plan and organize
Prefer spontaneity
Set deadlines
Focus on gathering information
Appear productive
Demonstrate flexibility
Discussion
Js – What works for you? What trips you up?
Ps – What works for you? What trips you up?
Implications for supervision
Worksheet: Verifying Your “True” Type
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1. Self-Assessment:
Preference Scales
Extraversion (E)
Energized by outer
world
Introversion (I)
Energized in inner
world
Sensing (S)
Work with known
facts
Intuition (N)
Look for
possibilities and
relationships
Thinking (T)
Base decisions on
impersonal
analysis and logic
Feeling (F)
Base decisions on
personal values
Judging (J)
Prefer a planned,
decided, orderly
way of life
Perceptive (P)
Prefer a flexible,
spontaneous way
of life
E or I?
S or N?
T or F?
J or P?
2. Indicator results
3. “True” Type
Jean M. Kummerow, Ph.D.
Consulting Psychologist
Reproduced with permission
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Gifts of Type
ISTJ
I Depth of concentration
S Reliance on facts
T Logic and analysis
J Organization
ISFJ
I Depth of concentration
S Reliance on facts
F Warmth and sympathy
J Organization
INFJ
I Depth of concentration
N Grasp of possibilities
F Warmth and sympathy
J Organization
INTJ
I Depth of concentration
N Grasp of possibilities
T Logic and analysis
J Organization
ISTP
I Depth of concentration
S Reliance on facts
T Logic and analysis
P Adaptability
ISFP
I Depth of concentration
S Reliance on facts
F Warmth and sympathy
P Adaptability
INFP
I Depth of concentration
F Warmth and sympathy
N Grasp of possibilities
P Adaptability
INTP
I Depth of concentration
N Grasp of possibilities
T Logic and analysis
P Adaptability
ESTP
E Breadth of interests
S Reliance on facts
T Logic and analysis
P Adaptability
ESFP
E Breadth of interests
S Reliance on facts
F Warmth and sympathy
P Adaptability
ENFP
E Breadth of interests
N Grasp of possibilities
F Warmth and sympathy
P Adaptability
ENTP
E Breadth of interests
N Grasp of possibilities
T Logic and analysis
P Adaptability
ESTJ
E Breadth of interests
S Reliance on facts
T Logic and analysis
J Organization
ESFJ
E Breadth of interests
S Reliance on facts
F Warmth and sympathy
J Organization
ENFJ
E Breadth of interests
N Grasp of possibilities
F Warmth and sympathy
J Organization
ENTJ
E Breadth of interests
N Grasp of possibilities
T Logic and analysis
J Organization
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Brief Descriptions of Management Style
ESTP
The management style of the ESTP is pragmatic and expedient. With distinct flair, the ESTP
does whatever needs to be done to get the job done now, usually with the least possible effort.
They thrive on action and the use of all available resources at hand, sometimes to the point
where the goal justifies the means.
ISTP
The management style of the ISTP is egalitarian, pragmatic and expedient. As a manager, the
ISTP does whatever needs to be done to get the job done with the least possible effort. They
can be a storehouse of data and facts about things and events they find particularly interesting.
ESFP
The management style of the ESFP is easy going, yet pragmatic and expedient. As a manager,
the ESFP does whatever needs to be done to get the job done with the least possible effort.
For ESFP managers, life is a bowl of cherries just about 24 hours a day.
ISFP
The management style of the ISFP is understanding, human and easy going. Moreover, ISFP
managers are pragmatic and expedient. They do whatever needs to be done to get the job done
with the least possible effort, and a premium is attached to being efficient. With their senses
keenly tuned in, they become totally absorbed in the action of the moment, and for ISFPs,
actions speak louder than words.
ESTJ
The management style of the ESTJ is results-oriented, cooperative, authoritarian and quite
decisive. An ESTJ manager expects everyone to follow the rules and standard operating
procedures without question. Title, position and hierarchies are important and to be respected.
They want to keep order so that the organization, group, family and culture will be preserved.
ISTJ
The management style of the ISTJ is authoritarian and decisive. As a manager, the ISTJ
expects everyone to follow the rules and procedures without question. Hierarchy is respected.
ISTJs want to conserve the resources of the organization, group, family or culture and can be
depended upon to persevere toward that goal.
ESFJ
The management style of the ESFJ is softly authoritarian and decisive. As a manager, the ESFJ
expects everyone to follow the rules and procedures without question. Hierarchy is respected.
They are congenial, helpful, considerate, thoughtful and wish to please. They focus on
harmony and mutual support and achieving results through teamwork and a sense of mutual
belonging.
ISFJ
The management style of the ISFJ is likely to be caring, rule oriented and quiet. They may tend
to not insist that others follow through, however, as any form of discord or confrontation is quite
unappealing to the peaceful, cooperative ISFJ manager. They expect others to follow the rules
and procedures without unnecessary and uncalled for questions. Systems, procedures and
organizational hierarchies are expected, respected and adhered to.
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Brief Descriptions of Management Style (cont.)
ENTJ
The management style of the ENTJ is likely to be action oriented. They are the visionaries who
communicate a vision of how the organization can change, marshalling the human and material
forces to achieve future goals and objectives. They are the natural organization builders and
cannot not lead.
INTJ
The management style of INTJs is likely to be planning oriented. They are the visionaries who
find applications for theories and models to achieve long-range goals and outline all the steps
necessary to get there. They thrive on putting theories to work and are open to any and all ideas
they can put to use.
ENTP
The management style of the ENTP is likely to be one of a visionary who communicates the
general outline of the vision, yet lets everyone do their own thing. Preferring to operate
autonomously, ENTPs assume that others do, too. They are the engineers of human
relationships and systems as well as the more scientific domains.
INTP
The management style of the INTP is likely to be one of a visionary who communicates the
general outline of the vision, yet lets everyone do their own thing. Preferring to operate
autonomously, INTPs assume that others do, too. They can be team players if that is what is
necessary to get the job done. If faced with what they perceive as incompetence, INTPs are
likely to take on the task themselves rather than see the project fail.
ENFJ
The management style of ENFJs is democratic and participative. The nature of their modus
operandi is likely to be people-oriented. Indeed, they lead by coaching, encouraging, applauding
and providing a lot of positive feedback. ENFJs manage in a very personal way, focusing on the
individuals in the organization.
INFJ
The management style of INFJs is one of striving for and supporting the highest and best use of
the human potential. There is authenticity in caring for people, and they are likely to lead quietly
and by example. It is important to understand that an INFJ needs to work for a cause, a leader,
and a purpose—if possible, of higher calling than just churning out day-to-day work.
ENFP
The management style of ENFPs is outgoing, democratic and participative. Their style is likely
to be highly people oriented and they lead by their energy and enthusiasm for causes. ENFPs
manage in a very personal way, getting involved with the individuals in the organization. They
are very perceptive of others’ motives and interested in what is going on around them.
INFP
The management style of INFPs is very caring, democratic and participative. Their style is likely
to be people oriented and they lead by quietly championing worthwhile causes and encouraging
individuals to achieve whatever they are setting out to do. Their commitment is to the progress
and growth of those around them…and on the development of staff.
Adapted from Isachsen & Berens (1995).
Team Predictions
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The more similarity between individual types on a team, the sooner the team
members will come to understand each other; the more different the types, the
slower the understanding.
•
Groups with very similar members will reach decisions more quickly but may make
more errors because not all viewpoints are represented. Groups with many different
types will reach decisions more slowly (and painfully) but may reach better decisions
because more viewpoints are included.
•
Members who come to appreciate different types may help to diffuse conflict.
•
Extraverts may dominate discussions, and perhaps decision making, unless they
make a special effort to involve Introverts; Introverts may need to make a special
effort to be heard.
•
Feeling types may be more concerned with harmony and “teamness;” Thinking types
may be more concerned with truth and task.
•
Successful teams with many different types promote the personal
development of team members by encouraging learning from
the gifts of other types.
The following are key concepts of the MBTI instrument:
The MBTI is not a test, but an “indicator.”
Each type has its own gifts, and its own blind spots.
Types are not pigeonholes; they simply describe preferred ways of functioning.
All types are valuable!
Additional Resources
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Berens, L.V. et al (2002). Quick Guide to the Sixteen Personality Types
in Organizations. Surrey, UK: Telos Publishing Ltd.
Isachsen, O. and Berens, L.V. (1995). Working Together: A PersonalityCentered Approach to Management, 3rd Edition. Irvine, CA: Institute
for Management Development.
Myers, I. B. (1995). Gifts Differing: Understanding Personality Type. Palo Alto, CA:
Davies-Black Publishing.
Pearman, R. (1999). Enhancing Leadership Effectiveness through Psychological Type.
Gainsville, FL: Center for Applications of Psychological Type.
Team Technology Leadership, Management, Teamwork
and Business
www.teamtechnology.co.uk
Keirsey Temperament Sorter
www.keirsey.com
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