Personality Types and Leadership
Contents |
Abstract
This article will examine the relationship between personality types and leadership, exploring the ways that personality traits can influence the leadership style and effectiveness of an individual. This is highly related to project management since every team within an organization, e.g. a team of people working together on a project or an interdisciplinary team within the organization, requires a good leader. There are a few leadership styles a team leader can use to his or her advantage, but a leadership style should be compatible with the type of person the leader is and align with their values.
Leadership styles have been in constant development throughout the years and it is interesting to connect them to the sixteen personality types, defined by Myers-Briggs. Personality traits play a significant role in shaping individual behavior, including the behavior of leaders. A review of the current literature suggests that some personality traits are commonly associated with successful leaders, such as extroversion, emotional intelligence, and openness to experience.
Extroversion, which refers to outgoing and sociable behavior, is often linked to leadership effectiveness as it allows leaders to build strong relationships with their followers. Emotional intelligence, or the ability to understand and manage emotions, is also seen as an important personality trait for leaders as it allows them to effectively handle complex situations and respond to the needs of their followers. Additionally, openness to experience, or a willingness to try new things and embrace change, can lead to innovative leadership strategies that can drive organizational success.
It is important to note that the relationship between personality and leadership is complex and not always straightforward. While personality can influence a leader's behavior and decision-making, situational and organizational factors also play a critical role in determining leadership effectiveness.It is also important to note, that effective leadership does not only depend on personality traits, but also other factors that reach beyond, such as experience, training, and other situational factors, that will not be taking into an account in this article.
Personality types, Myers-Briggs Type Indicator (MBTI):
The history of personality types (MBTI)
In the 1940s, Kathrine Cook Briggs and her daughter, Isabel Briggs Myers, developed the Myers-Briggs Type Indicator. It was based on the work of a Swiss psychiatrist, Carl Jung, who developed a model of eight combinations of psychological types. Briggs and Myers were interested in understanding people‘s natural inclinations and preferences, as they believed it could help individuals choose their right career, find fulfilling relationships, and improve their communications with other people.
The MBTI is based on the idea that there are four basic differentiations of personality: Extraversion (E) vs Introversion (I), Sensing (S) vs Intuition (N), Thinking (T) vs Feeling (F), and Judging (J) vs Perceiving (P). These differentiations form sixteen possible personality types, which are each represented by a four-letter code (e.g. INFJ, ESTP). Initially, the MBTI was used in the workplace, as Briggs and Myers believed that it could help companies better understand their employees and improve their team dynamics. Today, the MBTI is used in a variety of settings,, including career counseling, personal development and relationship counseling. However, the test is not is not without controversy, as some psychologists have criticized its validity and reliability. Some have even argued that it oversimplifies complex human behavior.
Personality types MBTI:
Extroversion (E) vs Introversion (I)
Energy is one of the biggest part of what Carl Jung focused on in his studies, but he examined where peoples complementary attitudes or orientations of energy laid.
Extraverted people have their energy flow out to the objects and the people in their environment. They tend to be outgoing, assertive, and get energized by social interactions. Often, they rely on their environment for stimulation and guidance and are eager to interact with the outer world. Extraverts are often sociable, enjoy group activities, and are more likely to think out loud.
Introverts however, tend to be reserved, and reflective. Their energy is drawn from the environment toward inner experience and reflection. They often get their energy from spending time by themselves and prefer to spend time alone or in small groups., while introverts prefer quiet environments and are more likely to think before they speak.
Sensing (S) vs. Intuition (N)
There are two types of how people perceive their experiences and their surroundings, by sensing or by intuition. Sensing refers to establishing what already is, and bringing awareness to what is happening in the present moment. People who are sensors tend to focus on the concrete, observable data, and details. Intuition refers to the perception of possibilities, the perception of the unconscious. People who are more intuitive than sensing may become more imaginative, theoretical, and creative, since focusing on abstract ideas and concepts comes easy to them. To conclude, sensors prefer tasks that are practical and familiar, while intuitives prefer tasks that are novel and creative.
Thinking (T) vs. Feeling (F)
- Thinkers tend to prioritize logic, analysis, and objective criteria in decision-making
- Feelers tend to prioritize empathy, harmony, and subjective values in decision-making
- Thinkers may come across as blunt or critical, while feelers may be more diplomatic or compassionate in their communication styles
Judging (J) vs. Perceiving (P)
- Judgers tend to be organized, planful, and prefer structure and routine
- Perceivers tend to be flexible, adaptable, and prefer to keep options open
- Judgers may find it difficult to cope with ambiguity or uncertainty, while perceivers may find it difficult to stick to a plan or make decisions quickly
Leadership styles
Different leadership styles
- Leaders methods, characteristics, and behavior in relation to their facilitation, motivation to teams and managing their teams
- Shaped by variable factors
- Personality
- Skills
- Values
- Experience
- How leaders develop their strategy, implement their plans and respond to changes
The six most common leadership styles
Transformational Leadership
- Leader takes control of the situation, communicates with the group and creates a common vision for the team members
- Creating unity, develop bonds, create energy, and instilling parrion
- This style emphasizes change and transformation
- Leaders who take this approach want to inspire their followers to achieve more than they think is possible
- This leadership style can be highly effective in organizations that want to make major changes or transformation
- Key characteristics:
• Focus on the future
• Focus on change
• Focus on people
Delegative Leadership
- Focus on delegating initiative to team members
- Known as one of the least intrusive forms of leaderships, and is very hand-off leadership style
- Leaders who adopt this style have trust and rely on the employees to do their job, they don’t micromanage or get too involved in giving either feedback or guidance
- Leaders with this leadership style allow their employees to use their creativity, resources, and experience to help them reach their milestones/goals
- Can be a successful strategy if the team members take responsibility for their work and are competent
- This leadership style can lead to disagreements among employees/team members and may create a split or divide a group
- Can be a difficulty or the team members to understand who is ultimately in charge and responsible for outcomes
Authoritative Leadership
- Leaders with this leadership styles consider themselves as mentors, and are often referred to as visionaries
- Emphasizes a ‘follow me’ approach
- Motivate and inspire the people around them
- Provide an overall direction and give guidance, feedback, and motivation to their team members
- This leadership style relies on getting to know each team member, and allows the leader to provide both feedback and guidance on a personalized level
- Leaders need to be adaptable, especially when their team grows
- Very hands-on leadership styles, and leaders must be careful not to micromanage
Transactional Leadership
- Leadership style that relies on rewards and punishments
- Clear emphasize on structure, and assumptions are made by leaders that individuals may not have the motivation to finish their tasks
- Reward based system where the leader establishes the goals or tasks for the teams
• The leader also decides the rewards/punishment for the team
- Focus on following established routines and procedures
- There are roles and responsibilities for each employee
- Can lead to diminishing returns if the employees are always aware of how much their effort is worth
Participative Leadership
- Democratic leadership style
- Leaders are encouraged to listen to their employees and involve in their decision-making process
- Requires the leaders to be inclusive, utilize good communication skills, and be able to share power/responsibility
- Encourages collaboration through accountability, which leads to a collective effort of a team to identify problems and develop solutions
- Historically it has been prevalent and utilized in many organizations
- This leadership is more complicated there teams have become more decentralized
- Key characteristics are:: Spontaneous, open, and candid communication, which makes remote working or virtual teams challenging to maintain
- Helps to build trust with employees
Servant Leadership
- Puts the needs of others first
- Emphasizes on creating strong relationships with people around you, and enable them to reach their full potential
- Is about ethical decision making
- Approach that supports environment where creativity and problem-solving thrives
- Team members feel empowered to suggest new solutions and build upon each others ideas
- Result in improved communication between all involved parties, from the top off the organization to the front line
- Leaders can prevent any potential conflicts while still maintaining healthy relationships and peaceful work environments
Importance of knowing your leadership style
- When understood its easier to understand how it will effect other persons in your team/organization
- Helps one identify their strengths and which skills to develop
Discussion
Knowing their own personality type and those of their team members can benefit a leader in several ways:
Better self-awareness:
- By understanding their own personality type, a leader can gain insights into their natural strengths, weaknesses, and tendencies. This self-awareness can help them better understand how their leadership style may be perceived by others, and identify areas for improvement.
Improved communication:
- Knowing the personality types of team members can help a leader communicate more effectively with them. For example, a leader may adjust their communication style to better suit the preferences of an introverted team member, or frame a message in a way that resonates with a team member who prioritizes feelings over logic.
More effective teamwork:
- Understanding the personality types of team members can also help a leader build more cohesive and productive teams. By balancing different preferences and perspectives, a leader can help team members work more effectively together and capitalize on their individual strengths.
Enhanced decision-making:
- Leaders can use their understanding of their own and their team members' personality types to make more informed decisions. For example, a leader who is naturally a "thinking" type may benefit from seeking out input from a "feeling" type before making a decision that could impact team morale.
By understanding personality types, a leader can better connect with their team members, create a more positive work environment, and ultimately drive better business results. However, it's important to note that personality type is just one factor in effective leadership, and leaders should also consider other factors such as skills, experience, and organizational culture.
Key references
Kroeger, Otto and Thuesen, Janet M. (1989) The 16 Sixteen Personality Types That Determine How We Live, Love, and Work. Dell Publishing.
Dulewics, Victor and Higgs, Malcolm. (2004). Assessing leadership styles and organisational context. Henley Management College, Greenlands, Henley-on-Thames, Oxfordshire, UK.
