The document discusses personality types and styles of management. It begins with an introduction to Myers-Briggs personality types, including the four dichotomies of Extraversion-Introversion, Sensing-Intuition, Thinking-Feeling, and Judging-Perceiving. It then examines the 16 Myers-Briggs personality types and how they relate to different management styles. Specifically, it suggests that SP and NF personality types tend towards more people-oriented, democratic styles of management, while SJ and NT types tend towards more task-oriented, autocratic styles. The document aims to help understand how personality impacts both work preferences and leadership approach.
4. Extraversion- Introversion
Q1. Which is your most natural energy orientation?
Every person has two faces. One is directed towards the OUTER world of activities,
excitements, people, and things. The other is directed inward to the INNER world of
thoughts, interests, ideas, and imagination.
While these are two different but complementary sides of our nature, most people
have an innate preference towards energy from either the OUTER or the INNER
world. Thus one of their faces, either the Extraverted (E) or Introverted (I), takes
the lead in their personality development and plays a more dominant role in their
behavior.
Extraverted Characteristics Introverted Characteristics
Act first, think/reflect later Think/reflect first, then Act
Feel deprived when cutoff from Regularly require an amount of
interaction with the outside world "private time" to recharge batteries
Usually open to and motivated by Motivated internally, mind is
outside world of people and things sometimes so active it is "closed" to
outside world
Enjoy wide variety and change in
people relationships Prefer one-to-one communication and
relationships
5. Extraversion - Introversion
We are extraverting
when we:
Those who prefer Introversion draw their Talk to other people
primary energy from the inner world of Listen to what
information, thoughts, ideas, and other reflections. someone is saying
When circumstances require an excessive amount Cook dinner, or
of attention spent in the "outside" world, those make a cup of
coffee
preferring Introversion find the need to retreat to
Work on a car
a more private setting as if to recharge their We are introverting
drained batteries. when we:
Read a book
In contrast, those who prefer Extraversion are Think about what
drawn to the outside world as their elemental we want to say or
source of energy. Rarely, if ever, do extraverted do
preference people feel their energy batteries are Are aware of how
"drained" by excessive amounts of interaction with we feel
Think through a
the outside world. They must engage the things,
problem so that we
people, places and activities going on in the understand it
outside world for their life force.
6. Sensing – Intuitive
Q2. Which way of Perceiving or understanding is most "automatic" or natural?
The Sensing (S) side of our brain notices the sights, sounds, smells and all the sensory details of the
PRESENT. It categorizes, organizes, records and stores the specifics from the here and now. It is
REALITY based, dealing with "what is." It also provides the specific details of memory &
recollections from PAST events.
The Intuitive (N) side of our brain seeks to understand, interpret and form OVERALL patterns of all
the information that is collected and records these patterns and relationships. It speculates on
POSSIBILITIES, including looking into and forecasting the FUTURE. It is imaginative and
conceptual.
While both kinds of perceiving are necessary and used by all people, each of us instinctively tends to
favor one over the other.
Sensing Characteristics Intuitive Characteristics
Mentally live in the Now, attending to present Mentally live in the Future, attending to
opportunities future possibilities
Using common sense and creating practical Using imagination and creating/inventing
solutions is automatic-instinctual new possibilities is automatic-instinctual
Memory recall is rich in detail of facts and Memory recall emphasizes patterns,
past events contexts, and connections
Best improvise from past experience Best improvise from theoretical
understanding
Like clear and concrete information; dislike
guessing when facts are "fuzzy" Comfortable with ambiguous, fuzzy data and
with guessing its meaning.
7. Sensing – Intuition
We are Sensing when we:
Those who prefer Sensing Perception favor Taste food
Notice a stoplight has
clear, tangible data and information that fits
changed
in well with their direct here-and-now Memorize a speech
experience. Follow steps in a plan
We are Intuitive when
In contrast, those who prefer Intuition we:
Perception are drawn to information that is Come up with a new
more abstract, conceptual, big-picture, and way of doing things
represents imaginative possibilities for the Think about future
future. implications for a
current action
Perceive underlying
meaning in what
people say or do
See the big picture
8. Thinking - Feeling
Q3. Which way of forming Judgments and making choices is most natural?
The Thinking (T) side of our brain analyzes information in a DETACHED, objective
fashion. It operates from factual principles, deduces and forms conclusions
systematically. It is our logical nature.
The Feeling (F) side of our brain forms conclusions in an ATTACHED and somewhat
global manner, based on likes/dislikes, impact on others, and human and aesthetic
values. It is our subjective nature.
While everyone uses both means of forming conclusions, each person has a natural
bias towards one over the other so that when they give us conflicting directions - one
side is the natural trump card or tiebreaker.
Thinking Characteristics Feeling Characteristics
Instinctively search for facts and logic Instinctively employ personal feelings
in a decision situation. and impact on people in decision
situations
Naturally notices tasks and work to be
accomplished. Naturally sensitive to people needs
and reactions.
Easily able to provide an objective and
critical analysis. Naturally seek consensus and popular
opinions.
Accept conflict as a natural, normal
part of relationships with people. Unsettled by conflict; have almost a
toxic reaction to disharmony.
9. Thinking- Feeling
We are making decisions in the Thinking
mode when we:
Research a product via consumer
Those who prefer Thinking Judgment have a reports, and buy the best one to
natural preference for making decisions in an meet our needs
objective, logical, and analytical manner with an Do "The Right Thing", whether or not
emphasis on tasks and results to be accomplished. we like it
Choose not to buy a blue shirt which
Those whose preference is for Feeling Judgment we like, because we have two blue
shirts
make their decisions in a somewhat global,
Establish guidelines to follow for
visceral, harmony and value-oriented way, paying performing tasks
particular attention to the impact of decisions and We are making decisions in the Feeling
actions on other people. mode when we:
Decide to buy something because we
like it
Refrain from telling someone
something which we feel may upset
them
Decide not to take a job because we
don't like the work environment
Decide to move somewhere to be
close to someone we care about
10. Judging - Perceiving
Q4. What is your "action orientation" towards the outside world?
All people use both judging (thinking and feeling) and perceiving (sensing and intuition) processes
to store information, organize our thoughts, make decisions, take actions and manage our lives. Yet
one of these processes (Judging or Perceiving) tends to take the lead in our relationship with the
outside world . . . while the other governs our inner world.
A Judging (J) style approaches the outside world WITH A PLAN and is oriented towards organizing
one's surroundings, being prepared, making decisions and reaching closure and completion.
A Perceiving (P) style takes the outside world AS IT COMES and is adopting and adapting, flexible,
open-ended and receptive to new opportunities and changing game plans.
Judging Characteristics Perceiving Characteristics
Plan many of the details in advance before Comfortable moving into action without a
moving into action. plan; plan on-the-go.
Focus on task-related action; complete Like to multitask, have variety, mix work and
meaningful segments before moving on. play.
Work best and avoid stress when able to Naturally tolerant of time pressure; work
keep ahead of deadlines. best close to the deadlines.
Naturally use targets, dates and standard Instinctively avoid commitments which
routines to manage life. interfere with flexibility, freedom and variety
11. Judging - Perceiving
We are using Judging when
Those who prefer Judging rely upon either their T we:
or F preference to manage their outer life. This Make a list of things to do
typically leads to a style oriented towards closure, Schedule things in advance
organization, planning, or in some fashion managing Form and express
the things and or people found in the external judgments
environment. The drive is to order the outside world. Bring closure to an issue so
While some people employ an assertive manner, that we can move on
others "ordering touch" - with respect to people -
may be light. We are using Perceiving when
we:
Those who prefer Perceiving rely upon either their Postpone decisions to see
S or N preference to run their outer life. This what other options are
typically results in an open, adaptable, flexible style available
of relating to the things and people found in the Act spontaneously
outside world. The drive is to experience the outside Decide what to do as we do
world rather than order it; in general lack of closure it, rather than forming a
is easily tolerated. plan ahead of time
Do things at the last minute
13. MBTI & Keirsey temperament sorter
Isabel Myers 1950s Galen c.190AD David Keirsey 1998
SP sensing-perceiving sangine artisan
SJ sensing-judging melancholic guardian
NF intuitive-feeling choleric idealist
NT intuitive-thinking phlegmatic rationalist
the MBTI® 'type table' related to Four Temperaments Keirsey groupings
SP - sensing SJ - sensing NF - intuitive NT - intuitive
perceiving judging feeling thinking
ESTP ESTJ ENFJ ENTJ
ISTP ISTJ INFJ INTJ
ESFP ESFJ ENFP ENTP
ISFP ISFJ INFP INTP
sanguine or melancholic or choleric or phlegmatic or
artisan guardian idealist rationalist
14. Practical Application for Personality Types
• Career Guidance What types of tasks are we most suited to perform?
Where are we naturally most happy?
• Managing Employees How can we best understand an employee's
natural capabilities, and where they will find the most satisfaction?
• Inter-personal Relationships How can we improve our awareness of
another individual's Personality Type, and therefore increase our understanding
of their reactions to situations, and know how to best communicate with them
on a level which they will understand?
• Education How can we develop different teaching methods to
effectively educate different types of people?
• Counseling How we can help individuals understand themselves better,
and become better able to deal with their strengths and weaknesses?
16. Autocratic management style
Autocratic style of management
This type of management style allows businesses to keep a blueprint if you will, in how the company
operates. This is because the foundation of a autocratic style of management comes from the idea
of a country that is run by a king or dictator. If you haven't guessed you can run this type of
management style the best if your employees are followers and don't normally form their own
thoughts or ideas. They pretty much run the business like they are supposed to because it is the
blueprint that they were given for success. The leader of a business that prefers an autocratic style
of managing, most likely enjoys the feeling of authority this style brings. Of course just like a King, or
Dictator, this management style allows the person to make final decisions about the business
without the employees having any input but normally bases the decision with the employees in mind
and what he or she feels is best for them. With some businesses this works, for example Papa
John's wants their employees to make their pizza exactly as specify. For one, this provides
continuity, so you know no matter where you go in the world, Papa John's pizza will have that same
quality taste.
“KING”
Order, power, dictate, one person decision making
17. Paternalistic management style
Paternalistic Management Style
Taking care, what is better for employees, pedagogic,
Attention to feedback
“FATHER”
Paternalistic leaders look for the input of their employees but take the final credit for ideas.
18. Democratic management style
Democratic management
The Democratic management style is the style grafted from the government system of the
United States. This management style works well because normally there will be several leaders of
the same business that are lending their ears to the employees in order to provide good two way
communication. The Democratic management style is successful because they allow employees
below them to make decisions' on their own much like the different States that make up the U.S. as
well as their cities, are able to make their own laws. This type of management style is mostly found
in businesses where efficiency is a joint operation. Much like you would see in a hospital setting,
where all the different jobs such as a Nurse, M.D., Radiologist, and Social service representative
Democratic Management style would work to together with the same goal, heal the patient, but from different perspectives.
“PARTNER”
Giving voice to people, delegating power and
responsibility, Letting employees to participate in DM,
Democratic leaders listen to the people.
19. Laissez-faire style
Laissez-faire (tolerant, lenient, liberal) management
This management style by itself would be an extremely bad choice, because by definition it
says refusal to interfere. This type of business management only works if the people involved are
self motivated and task oriented. Much like when a business first starts, each person knows what
they need to get done each day. Nobody has rule over the other and the job still gets done. Like
Doctors working together this is because they are highly trained, self-motivated, and professional
that they don't require direction or oversight.
The main thing to keep in mind is to know yourself and the type of manager that you are,
some of the best mangers are able to incorporate all of the different management styles. These are
normally the 'Type B' personalities. The basics of these four management styles describe how you
Laissez-faire management style allow your employees to function, whether that be on a short leash or a long one. how much you
control your employees and how much you allow them to control the working environment.
For self-motivated and task oriented employees,
freedom, independence)
(project management, expertise, art, high qualified
specialists)
The Laissez-faire type of management is not good in some situations.
25. Leadership styles and personality traits
Different situations require the use of different leadership styles. A good leader will be able to:
develop flexibility to be able to use any of the styles
recognise the different demands of each situation
adapt appropriately, by using the style(s) that will give optimum success
ensure one's own personality needs are met
26. Leadership styles and personality traits
Balancing your own needs with the changing demands of the situation is
one of the main challenges of modern leadership. This involves asking
two questions.
The first question is what is your natural leadership style? What are you
good at? What strengths and weaknesses do you have?
The second question is what leadership style does your job demand?
What are the needs of the situation? What do you have to do to be a
successful leader?
Modern leadership demands finding the right balance between both.
27. Gender differences in management
styles
Kathleen Cavallo, PsyD Corporate Consulting Group
28.
29. PERSONALITY & LEADERSHIP STYLE
Description When to use When not to use
PARTICIPATIVE LEADERSHIP
ESFJ/ENFJ, Extraverted Feeling
People-oriented, motivator, builds personal Commitment from Decisions need to be
relationships, likeable, interpersonal skills, cares for others is critical, or forced through, conflict
others sensitive situations is being avoided
IDEOLOGICAL LEADERSHIP
ISFP/INFP, Introverted Feeling
Value-driven, has passion The group has lost its There is a problem that
for key issues, focuses on sense of identity, or it is needs to be solved with
important themes, doing too many dispassionate objectivity
champions the cause unimportant things (eg: technical issues)
CHANGE-ORIENTED LEADERSHIP
ENTP/ENFP, Extraverted Intuition
Tries things that are new, The group is 'stuck in a There are already too
prototypes, introduces rut', or the status quo many initiatives under
change, looks for needs to be challenged way and some stability is
unexpected outcomes, needed
creates new opportunities,
experiments
30. PERSONALITY & LEADERSHIP STYLE
Description When to use When not to use
VISIONARY LEADERSHIP
INTJ/INFJ, Introverted Intuition
Develops long term vision, produces radical ideas, foresees Radical change is needed, change is a There are immediate dangers,
the future, anticipates what is outside current knowledge long term activity the group may not survive in
the short term
ACTION-ORIENTED LEADERSHIP
ESTP/ESFP, Extraverted Sensing
Takes action, produces results, leads from the front, sets There is some inertia, or lack of The group is being too
an example, does what is asked of others achievement has destroyed expedient, current success
motivation may ebb in the future
GOAL-ORIENTED LEADERSHIP
ISTJ/ISFJ, Introverted Sensing
Observes, listens, clarifies goals, establishes realistic The direction is vague or expectations There are already too many
expectations, makes aims crystal clear have not been articulated goals or too much
information
31. PERSONALITY & LEADERSHIP STYLE
Description When to use When not to use
EXECUTIVE LEADERSHIP
ESTJ/ENTJ, Extraverted Thinking
Organises, makes plans, sets There is chaos/lack of There are so many processes
measurable goals, coordinates organization, or there are no that creativity has been stifled
work of different people, measures of achievement
manages resources
LEADERSHIP THEORIST
ISTP/INTP, Introverted Thinking
Analyses, uses models, The situation is complex or People's feelings are
produces explanations, driven by technical solutions paramount, or the group go
compares other situations, round in circular arguments
engages in intellectual debate
33. Personality types of managers with high and low rationality of
DM (Indina, 2009)
Personality types in high emotionality group
Champion
other types 13%
24%
Healer
Crafter 11%
6%
Promoter
5% Teacher
15%
Composer Performer Councelor
8% 10% 8%
NF Idealist (Intuitively -feeling) 29% SP -Artists (Sensory-percepting) 47%
Keirsy personality types in high rationality group
other types Inventor
Architector
26% 9%
11%
FieldMarshall
4%
Mastermind
7%
Inspector Provider
11% 5%
Supervisor Protector
16% 12%
NT- Rationals (Intuitively thinking) 31% SJ -Guardian (Sensory-judging) 44%
34. Personality profiles for effective and not effective managers
in extreme (emergency) professions
(Indina, 2010-2011)
9
8 6,45
7 6,2 7,2
5,67 7,81 6,78
6 6,45
5 Effective DM
4 Not effective DM
3 4,55 4,73 4,45
2 2,91 3,11 3,09 2,89
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