Management and Leadership Style MBTI Personality Preferences and Leadership

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Management and Leadership Style

M. Chrissy Marlowe

MBTI Personality Preferences and LeadershipM. Chrissy Marlowe

8/31/2017

Management and

Leadership Style

Chrissy Marlowe

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Leadership Qualities

• List!

Learning Objectives

•Introduce the importance of leadership & management skills

•Identify essential leadership & management skills

•Explain a learning model for developing leadership & management skills

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The Future is Change!

“Only a few dozen computers will be needed in the entire world.”

Charles Watson founder of IBM

“The light bulb will never catch on.” Thomas Edison

The development of skills needed to

manage one’s life as well as

relationships with others is a

ceaseless endeavor.

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The Importance of Management

Research shows that competent management is the key determinant to organizational success.

• Decreased turnover

• Increased profits

• Greater sales

• Greater stock value per employee

Seeds of Effective Leadership

1. Envision the productive community

2. First look within

3. Embrace the hypocritical self

4. Transcend fear

5. Embody a vision of the common good

6. Disturb the system

(Quinn, 2000)

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Skills of Effective Managers

• Self-awareness

• Communication (including listening)

• Managing time and stress

• Managing individual decisions

• Recognizing, defining, and solving problems

• Motivating others

• Delegating

• Setting Goals and articulating a vision

• Team building

• Managing conflict

Management vs. Leadership

The skills that make a good manager and a good leader are not the same.

Today’s organizations need employees with both sets of skills.

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Keys to Self- Awareness

“Know Thyself”Carved on the Oracle at Delphi

“He that would govern others must first master himself”

Messinger

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The Enigma of Self-Awareness

• Seeking self knowledge is a pre-requisite for personal growth.

• However, we avoid seeking information about ourselves because it may make us feel _________.

D E V E L O P E D B Y

David Freeman Linda Kirby Nancy Barger

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What is Psychological Type

• A model of personality that is constructive & developmental

• A system for rationally identifying interpersonal differences

• A development theory for personal understanding & growth

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About the MBTI® Instrument

• An indicator—not a test

• Looks only at normal behavior

• Forced-choice questions

• Takes about 20–40 minutes to complete

• No right or wrong answers—answer as you see fit

• Your results are confidential

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About the MBTI® Instrument (cont.)

• There are no good or bad types—all types have some natural strengths and some possible pitfalls or blind spots.

• The instrument gives practical results you can use:

• In teamwork

• In communication

• In decision making

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When You Take the MBTI® Instrument

(Mind-set)(Mind-set)

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The MBTI® Instrumentwas developed by

Katharine C. Briggs

and her daughter

Isabel Briggs Myers

based on the work of Swiss psychologist C. G. Jung, who presented his psychological type theory in his book Psychological Types(published 1921, translated into English 1923).

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Jung’s Theory

Jung believed that preferences are innate—“inborn predispositions.”

He also recognized that our innate preferences

interact with and are shaped by environmental

influences:

• Family

• Country

• Education

• and many others

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Inborn Predispositions

To illustrate this...

• Fingers/Thumb

• Arm cross

• Signature

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Handedness Exercise

• Where do we get our preference for using one hand over the other?

• How does the environment influence our preference for using one hand over the other?

Note: We all can and do use both—for writing, one is natural, comfortable, automatic.

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Jungian Theory

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Extraversion or Introversion

The direction in which

we focus our attention

and energyIntroduction to Type

®

, p. 9

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E–I

People who prefer Extraversion:People who prefer Extraversion:People who prefer Extraversion:People who prefer Extraversion:

• Focus their energy and attention outward

• Are interested in the world of people and thingsthings

People who prefer Introversion:People who prefer Introversion:People who prefer Introversion:People who prefer Introversion:

• Focus their energy and attention inward

• Are interested in the inner world of thoughts and and reflections

We all use both preferences, but usuallynot with equal comfort.

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• Are attracted to the outer world of people and events

• Are aware of who and what is around them

• Enjoy meeting and talking with new people

• Are friendly, often verbally skilled, and easy to know

• Tend to speak out easily and often at meetings

• May not be as aware of what is going on inside themselves

People Who Prefer Extraversion

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• Are attracted to the inner world of thoughts, feelings, and reflections

• Are usually very aware of their inner reactions

• Prefer to interact with people they know

• Are often quiet in meetings and seem uninvolved

• Are often reserved and harder to get to know

• May not be as aware of the outer world around them

People Who Prefer Introversion

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• Do their thinking as they speak

• May act and/or speak first, then (possibly) think

• Tell you about themselves, speaking rapidly

• Give breadth to life

• Can get bored and restless if they’re alone too long

• Can seem shallow and intruding to Introverts

• Need Introversion for balance

People Who Prefer Extraversion

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• Need time to gather their thoughts before speaking

• Reflect and think before (possibly) acting

• Want to know you before self-disclosing

• Become drained and tired interacting with people (particularly strangers)

• Give depth to life

• Can seem withdrawn and secretive to Extraverts

• Need Extraversion for balance

People Who Prefer Introversion

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Extraversion or Introversion

Introduction to Type®

and Change, pp. 4–5

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Some Key Words Associated with

Extraversion

Action

Outward

People

Interaction

Many

Expressive

Do-Think-Do

Introversion

Reflection

Inward

Privacy

Concentration

Few

Quiet

Think-Do-Think

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We Have a Preference

We all do We all do We all do We all do ExtravertedExtravertedExtravertedExtraverted and and and and IntrovertedIntrovertedIntrovertedIntroverted things.things.things.things.

But we usually do But we usually do But we usually do But we usually do notnotnotnot do themdo themdo themdo themwith equal comfort.with equal comfort.with equal comfort.with equal comfort.

Most of us have a Most of us have a Most of us have a Most of us have a preferencepreferencepreferencepreference for one for one for one for one over the other.over the other.over the other.over the other.

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Self-Assessment

Given the choice, which do you prefer:

Extraversion or Introversion?

How clear are you about your preference?

Very

Clear

Fairly

Clear

Slight Slight Fairly

Clear

Very

Clear

?

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Sensing or Intuition

The way we take in information

and the kind of information we

like and trustIntroduction to Type

®

, p. 9

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S–NPeople who prefer Sensing:People who prefer Sensing:People who prefer Sensing:People who prefer Sensing:

• Prefer to take in information using their five senses—sight, sound, smell, touch, and taste

People who prefer Intuition:People who prefer Intuition:People who prefer Intuition:People who prefer Intuition:

• Go beyond what is real or concrete and focus on on meaning, associations, and relationships

We all use both ways of perceiving, but we typically prefer and trust one more.

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People Who Prefer Sensing

• See and collect facts and details

• Are practical and realistic

• Start at the beginning and take one step at a time

• Are specific and literal when speaking, writing, and listening

• Live in the present, dealing with the here and now

• Prefer reality to fantasy

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People Who Prefer Intuition

• See patterns, possibilities, connections, and meanings in information

• Are conceptual and abstract

• Start anywhere and may leap over basic steps

• Speak and write in general, metaphorical terms

• Live in the future—the possibilities

• Prefer imagination and ingenuity to reality

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People Who Prefer Sensing

• Like to work with the parts to see the overall design

• Like set procedures, established routines

• Prefer practical, concrete problems and dislike theoretical or abstract problems

• Can seem materialistic and too literal to Intuitive types

• Need Intuition for balance

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People Who Prefer Intuition

• Study the overall design to see how the parts fit

• Thrive on change, new ideas, and variety

• Prefer imaginative new solutions to problems and become impatient with details

• Can seem impractical dreamers to Sensing types

• Need Sensing for balance

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Sensing or Intuition

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Sensing

Facts

Realistic

Specific

Present

Keep

Practical

What is

Intuition

Ideas

Imaginative

General

Future

Change

Theoretical

What could be

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We all use We all use We all use We all use SensingSensingSensingSensing and and and and IntuitionIntuitionIntuitionIntuition when making our when making our when making our when making our observationsobservationsobservationsobservations about the world. about the world. about the world. about the world.

But we usually do But we usually do But we usually do But we usually do notnotnotnot use themuse themuse themuse themwith equal trust.with equal trust.with equal trust.with equal trust.

Most of us have a Most of us have a Most of us have a Most of us have a preferencepreferencepreferencepreference for one for one for one for one over the other.over the other.over the other.over the other.

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Self-Assessment


Sensing or Intuition?


Very

Clear

Fairly

Clear


Clear

Very

Clear

?

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Thinking or Feeling

The way we make decisionsIntroduction to Type

®

, p. 10

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T–F

People who prefer Thinking:People who prefer Thinking:People who prefer Thinking:People who prefer Thinking:

• Make their decisions based on impersonal, objective logic

People who prefer Feeling:People who prefer Feeling:People who prefer Feeling:People who prefer Feeling:

• Make their decisions with a person-centered, values-based process

Both processes are rational and we use both often, but usually not equally easily.

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People Who Prefer Thinking

• Use logic to analyze the problem, assess pros and cons

• Focus on the facts and the principles

• Are good at analyzing a situation

• Focus on problems and tasks—not relationships

• May not include the impacts on people or people’s emotions in their decision making

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People Who Prefer Feeling

• Use their personal values to understand the situation

• Focus on the values of the group or organization

• Are good at understanding people and their viewpoints

• Concentrate on relationships and harmony

• May overlook logical consequences of individual decisions

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People Who Prefer Thinking

• Take a long-term view, seeing things as an onlooker

• Are good at spotting flaws and inconsistencies and stating them clearly

• When required, can reprimand or fire people

• Believe fairness, justice, and equitability are very important

• May seem cold and detached to Feeling types

• Need Feeling for balance

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People Who Prefer Feeling

• Take an immediate and personal view of situations

• Like to show appreciation and caring for others

• Have difficulty telling people unpleasant things

• Believe fairness means treating each individual as a whole person

• May seem overly emotional and irrational to Thinking types

• Need Thinking for balance

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Thinking or Feeling

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Thinking

Head

Distant

Things

Objective

Critique

Analyze

Firm but fair

Feeling

Heart

Personal

People

Subjective

Praise

Understand

Merciful

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Self-Assessment


Thinking or Feeling?


Very

Clear

Fairly

Clear


Clear

Very

Clear

?

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Judging or Perceiving

Our attitude toward the external

world and how we orient

ourselves to itIntroduction to Type

®

, p. 10

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J–P

People who prefer Judging: People who prefer Judging: People who prefer Judging: People who prefer Judging:

• Want the external world to be organized and orderly

• Look at the world and see decisions that need to be mademade

People who prefer Perceiving:People who prefer Perceiving:People who prefer Perceiving:People who prefer Perceiving:

• Seek to experience the world, not organize it

• Look at the world and see options that need to be exploredexplored

We all use both attitudes, but usually not with equal comfort.

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People Who Prefer Judging

• Like to make plans and follow them

• Like to get things settled and finished

• Like environments with structure and clear limits

• Enjoy being decisive and organizing others

• Handle deadlines and time limits comfortably

• Plan ahead to avoid last-minute rushes

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People Who Prefer Perceiving

• Like to respond resourcefully to changing situations

• Like to leave things open, gather more information

• Like environments that are flexible; dislike rules and limits

• May not like making decisions, even when pressed

• Tend to think there is plenty of time to do things

• Often have to rush to complete things at the last minute

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People Who Prefer Judging

• Like rapidly getting to the bottom line and deciding

• Dislike being interrupted on a project, even for a more urgent one

• May make decisions too quickly, or cling to a plan

• May not notice new things that need to be done

• May seem rigid, demanding, and inflexible to Perceiving types

• Need Perceiving for balance

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People Who Prefer Perceiving

• Want to explore all the options before deciding

• May start too many projects and have difficulty finishing them

• May have trouble making decisions, or have no plan

• May spontaneously change plans

• May seem disorganized and irresponsible to Judging types

• Need Judging for balance

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Judging or Perceiving

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Judging

Organized

Decision

Control

Now

Closure

Deliberate

Plan

Perceiving

Flexible

Information

Experience

Later

Options

Spontaneous

Wait

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We all use Judging and Perceivingas

part of our lifestyle.

But we usually do not use themwith equal comfort.

Most of us have a preference for one

over the other.

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Self-Assessment


Judging or Perceiving?


Very

Clear

Fairly

Clear


Clear

Very

Clear

?

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Personality Type

When combined, your preferences indicate your personality type.

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16 Personality Types

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16-Room House

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Self-Estimate

• Now let’s see what your reported type is (based on how you responded to the items).

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Type Is Not . . .

• Intelligence

• Maturity

• Emotions

• IQ

• Development

• Stress

• Trauma

• Emotional health

There is variation within each type

and type does not measure:

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Scoring Your Responses

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A tied score results when your responses are equally split between the two sides of a

dichotomy:

E = 10 I = 10

We use a tie-breaking formula:

I slight

N slight

F slight

P slight

Why?

Tied Scores for Reported Type

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Why?

• E, S, T, and J are the cultural norms in the United States—I, N, F, and P are less preferred.

• If a person’s scores are close or tied, there is probably some environmental pressure from the cultural norms.

• Something is pulling the person in the direction that is opposite to the cultural norms—his or her innate preferences.

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E–I Splitting Exercise

• In your groups, create 3 questions that will give you better insight into the opposite to your preference on this dichotomy.

(5 minutes)

• Elect a spokesperson to ask the questions.

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What are some of the

observable behavioral differences

you notice between Extraverts and Introverts?

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• Discuss and draw on a flipchart your ideal work environment: the setting in which you can be most productive.

E-I Splitting Exercise

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• Imagine you’ve gotten to work & learn you’ve been given a free day off for good behavior. You cannot stay there. What do you do with your time?

• Facilitator / time keeper / reporter

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• What do Introverts do that enhances meeting effectiveness?

• What do Introverts do that detracts from meeting effectiveness?

• What do Extraverts do that enhances meeting effectiveness?

• What do Extraverts do that detracts from meeting effectiveness?

E-I Splitting Exercise

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•Pair off with someone of the

opposite preference (E / I) and

paint a picture of the ideal work

day

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• In your groups:

• You are attending a party of ~ 50 people, of whom you know 10…

• What will be the first thing you do upon arrival?

• How many people will you talk to?

• How long will you stay?

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E–I Exercise Examples

• ExtravertsExtravertsExtravertsExtraverts are more talkative, energetic, and overtly enthusiastic about the task.

• IntrovertsIntrovertsIntrovertsIntroverts are more reflective, may not show their enthusiasm outwardly.

• ExtravertsExtravertsExtravertsExtraverts answer questions immediately.

• IntrovertsIntrovertsIntrovertsIntroverts are quiet when first asked a question.

• ExtravertsExtravertsExtravertsExtraverts interrupt one another.

• IntrovertsIntrovertsIntrovertsIntroverts wait to see who will answer.

• ExtravertsExtravertsExtravertsExtraverts may sit closer to each other.

• IntrovertsIntrovertsIntrovertsIntroverts may keep more physical distance.

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What are the implications and applications of this splitting exercise?

• Communication breakdown

• Conflict between the two types

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Introversion and Extraversion

Extroversion

“She Isn’t listening . . . She’s Waiting.”

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• Legos—Build something!

S-N Splitting Exercise

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• Topic: Why this venue should be chosen for EXCEL class

• 5 minutes for individual research

• 15 minutes to prepare presentation

S-N Splitting Exercise

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S–N Splitting Exercise

Look at the following picture for

11/2 minutes, in silence, and then

be prepared to share with the

group what you think you have

been looking at.

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People with a Preference for Sensing

• Describe what they literally see:

• Physical attributes of the picture (color, shapes, artist’s name, size)

• Then try to make sense out of the shapes—object sense

• Others can usually agree with the interpretations of the shapes

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People with a Preference for Intuition

• Interpret the picture, seeing possibilities and meanings that are highly personalized

• Often make up a story about the picture

• May come up with a big-picture interpretation of the meaning

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What Can We Conclude?

• When we all look at the same image, we see different things.

• Who sees it correctly?

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What are the implications and applications of this exercise?

• We must remember that we all trust our own perceptions, while knowing that there are many other ways of seeing the same object/situation.

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• Split into S / N groups• Tell the group about your organization

• Facilitator / time-keeper / reporter

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Sensing and Intuition

Doc, HowDo I Cope

With Stress?

Close yourEyes andImagine yourselflying on a beachin a far-away land

How am I Going to pay for all this?

Sensing Intuition

Intuition

“I know so much I don’t know where to start.”

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T-F Splitting Exercise

You are the manager of this grocery store. You have complete autonomy to decide whether you would prosecute this man or not.

Discuss your decisions. If they would prosecute, why? If not, why not?


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His Cart

His Cart

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T–F Splitting Exercise

• You must layoff 5 people in your department. Discuss how to determine who will go.

On your paper:

• How do you like to be appreciated or recognized?

• What do you like to be appreciated or recognized for?

• How do you feel if you are not appreciated or recognized in this way?

Report Out: Thinkers first


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Report Out: (Thinkers first)

• What similarities and differences did you see in the responses?


• People who prefer Thinking tend to be objective in their approach to problem-solving.

• They often weigh up the pros and cons. This objectivity is often applied to their view of recognition.

• They like to be recognized for things that can be measured and weighed objectively.

• They often look for external ‘proof’.

T-F Splitting Exercises

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• People who prefer Feeling tend to bring their personal convictions and values into decision-making.

• This personalized approach is often applied to how they like to be appreciated.

• They can see the things they do as an expression of everything that makes them unique, and so if something important they do is not appreciated they can feel that they are not appreciated, or possibly not liked by those around them.

T-F Splitting Exercises

• How do you define conflict?

• 2. When faced with conflict, how do you handle it when:

• (a) you are not personally involved?

• (b) you are personally involved?


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• What are the similarities? Differences?

• Feeling types typically see conflict as involving or more people feeling ‘hurt’.

• Thinking types will typically report conflicts as situations that provoke problem-solving because there are often not enough resources to meet the requirements of the situation.

• Thinking types also see a positive as well as a negative side to conflict.

• Feeling types are more likely to focus on the negative side.


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T–F Splitting Exercise

What are the implications and applications of

these exercises?

• Thinking types look for faults and helpfully point them out.

• Feeling types look for good things and them out.

• Which is the best approach?

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Thinking

“It’s not that your father is a cold person, Stephanie, but merely one who stockpiles his affectionsagainst the day when they may be needed.”

Thinker

*OOPS! Sign painter is Intuitive!

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• See flip charts

• Stand at the point on the “line” that represents represents how drawn you are towards one of one of the statements or the other

• Talk with each other about why you placed placed yourselves where you did

Which Statement?

1. Why?

2. What does the statement mean to you?

3. Why do you feel drawn to this way of living?

4. How do you feel if you play before you have done “enough”?

5. Do you see work and play as separate and distinct categories of activity?

Which Statement Are You Drawn To?

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Perceivers: What do you think of people who prefer the ‘work’ end of the line?

Judgers: What do you think of people who prefer the ‘play’ end of the line?

Which Statement Are You Drawn To?

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J–P Splitting Exercise

How did you prepare for your last vacation?

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You are the Picnic Employee Planning Committee. Write a memo to all employees

about the Employee Picnic.

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Dear Miss Manners, Why is it that even though I wait until the last minute to do something, it still gets done?

Gentle Reader,Because it does not take long to do a bad job.

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• Judging typesJudging typesJudging typesJudging types plan everything to the nth degree, liking to cover every contingency.

• Perceiving typesPerceiving typesPerceiving typesPerceiving types leave things open, desiring flexibility.

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What are the implications and applications of

this exercise?

• Judging types form a poor opinion of types.

• Perceiving types have to look like Judging if they are to succeed in organizational settings.

• Judging types pay a price for their need to organize everything—continuous low-grade stress.

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• Perceiving Perceiving Perceiving Perceiving types types types types who have been schooled to follow a ‘work ethic’.

• Working PerceivingPerceivingPerceivingPerceiving parents who feel they need to to plan much more than they would like in order to to get key things done at home and at work, whereas whereas working JudgingJudgingJudgingJudging parents might say that they can no longer expect to stick to their plans because of the unpredictability that parenthood parenthood brings.

• Judging types Judging types Judging types Judging types who have made a deliberate decision to be less work-focused, having seen friends or colleagues (or themselves) overworking and suffering from stress.

J-P Splitting Exercise

Judging

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Type Distribution of National Representative Sample

Total Population

Male

Female

ISTJ11.6

16.4

6.9

ISFJ13.8

8.1

19.4

INFJ1.5

1.2

1.6

INTJ2.1

3.3

0.9

Total Population

Male

Female

ISTP5.4

8.5

2.3

ISFP8.8

7.6

9.9

INFP4.4

4.1

4.6

INTP3.3

4.8

1.7

Total Population

Male

Female

ESTP4.3

5.6

3.0

ESFP8.5

6.9

10.1

ENFP8.1

6.4

9.7

ENTP3.2

4.0

2.4

Total Population

Male

Female

ESTJ8.7

11.2

6.3

ESFJ12.3

7.5

16.9

ENFJ2.5

1.6

3.3

ENTJ1.8

2.7

0.9

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5 Most Important Work Environment Characteristics

ISTJClear structure

Independence & achievement

Loyalty/security

Variety of tasks

Teamwork

ISFJClear structure

Loyalty/security


Variety of tasks

Teamwork

INFJVariety of tasks

Clear structure


Loyalty/security

Teamwork

INTJVariety of tasks

Clear structure


Teamwork

People from different backgrounds

ISTPClear structure

Variety of tasks


Loyalty/security

Teamwork

ISFPClear structure

Loyalty/security


Variety of tasks

Teamwork

INFPIndependence & achievement

Variety of tasks

Clear structure

Teamwork

Loyalty/security

INTPVariety of tasks


Clear structure

Teamwork


ESTPVariety of tasks


Clear structure

Teamwork

Loyalty/security

ESFPVariety of tasks

Clear structure


Loyalty/security

Teamwork

ENFPVariety of tasks


Teamwork

Clear structure

Loyalty/security

ENTPVariety of tasks


Clear structure

Teamwork


ESTJClear structure

Teamwork

Variety of tasks


Loyalty/security

ESFJClear structure

Loyalty/security

Variety of tasks


Teamwork

ENFJVariety of tasks


Teamwork

Clear structure

Loyalty/security

ENTJVariety of tasks


Clear structure

Teamwork


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Using the Information

Create action plans:

• What will we do differently?

• How and when will we do it?

• Who will take responsibility for championing it?

• When/how will we check to see if it is working and make necessary modifications?

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Constructive Use of Differences

Goals:

• Becoming aware of differences

• Acknowledging the value of differences

• Practicing new behaviours, seeking out others with differences

• Incorporating different perspectives into our own processes

Management and Leadership Style MBTI Personality Preferences and Leadership

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Transcript of Management and Leadership Style MBTI Personality Preferences and Leadership