Eighteen years ago, I said, “I do,” to an amazing man who happens to be my opposite in many ways. He is an introvert (I) by nature, and I am the social-butterfly extravert (E) (Northouse, 2013). As an intuitor (N), he is far more creative when making decisions, and I as a sensor (S) prefer to just stick to the cold, hard facts. We both happen to be logical thinkers (T) who can often come across as detached from emotions. Finally, he is a perceiver (P), preferring to remain flexible, and I am a judger (J) who needs things to be planned out in an orderly fashion. So how is it that two people with such opposing personalities have lasted this long and are happy and contented with the relationship? The answer can be found in leadership research of the Myers-Briggs Type Indicator (MBTI) which is rooted in Carl Jung’s psychological personality studies and the psychodynamic approach to leadership. Having insight into one’s own personality and the personalities of those with whom they interact, provides all participants in the relationship the opportunity to work beyond the differences to achieve successful performance, and this insight is especially important for leaders.
When a leader is a judger, like I, and the subordinate is a perceiver, like my husband, many problems can stem from the differences in these personalities which is why it is often the most troublesome aspect of the leader-subordinate relationship (Kroeger & Theusen, 2002). Judgers prefer order and schedules, and perceivers prefer flexibility (Northouse, 2013). A leader’s “my way or the highway” mindset may stem from a confidence in his or her well-thought out plans and ability to commit to a decision, but subordinate perceivers are likely to find this overbearing. Judger leaders may interpret the more relaxed personality of perceivers as lazy and disorganized. It is quite likely that neither groups’ analysis of the situation is accurate, which why it is beneficial to use an instrument like the MBTI to gain a better understanding of one another.
Kroeger and Theusen (2002) found that the judger personality trait was the second-most desired trait of leadership when surveying managers, meaning that organizations consider the personality traits of order and strategic planning to be of utmost importance when hiring and training leaders. However, McCaulley (2000) warns of using the MBTI exclusively in making hiring decisions as the test indicates personality preference not skill. Pigeon-holing employees to their MBTI traits may result in feelings of superiority or inferiority if not presented wisely. However, the test’s benefits outweigh its drawbacks.
Understanding the traits of others with whom we have contact, particularly if they are subordinates, leads to more effective communication and performance (Northouse, 2013). This includes knowing when to give someone else space or how to set appropriate deadlines based on personality traits. The MBTI offers leaders the opportunity to gain this understanding, and although the test has some drawbacks, it still is beneficial. Diversity yields a richer work environment if employees and leaders are considerate of each person’s uniqueness. Despite personality differences, it is possible to find harmony whether it be in the workplace or the home.
References
Kroeger, O. & Theusen, J. M. (2002). Type talk at work. New York: Dell.
McCaulley, M. H. (2000). Myers-briggs type indicator: A bridge between counseling and consulting. Consulting Psychology Journal: Practice and Research, 52(2), 117-132. doi:http://dx.doi.org/10.1037/1061-4087.52.2.117
Northouse, P.G. (2013). Leadership: Theory and Practice. Los Angeles: Sage Publications.