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Katherine Briggs, in cooperation with her daughter Isabel Myers-Briggs introduced a robust questionnaire that has become a powerful tool for psychologists to identify and classify individuals according to types of personality (Knights and WIllmott, 2007). The theory developed by the scientists is premised on the psychological types developed by Carl Jung. Hence, identifying the diversity of behaviors is indispensible for managers to effectively communicate with the individuals of different characters. What is more important is that personality type identification is vital for establishing the conditions and personal qualities which are necessary for becoming a good leader. In this respect, better understanding of various leadership styles by means of the personality test can contribute greatly to successful communication.
Leadership styles depend largely on person, as well as situation in which a person is placed. Thus, by trying to evaluate the members of a team, as well as how they act in various situations, a manager can develop the most appropriate leadership style. For instance, if a team member needs recognition and encouragement, it is purposeful to apply the supporting leadership (Young, 2001). Interestingly, the choice of leadership styles should not be aimed at highlighting only one-focused approach. The point is that &leadership style may change as the situation changes, even though the personality preferences of those being led may not change (Young, 2001, p. 49). Despite that, there are still certain leadership profiles that successfully integrate effective management in a business environment. For instance, Knights and Willmot (2007) highlight ENTP type (Extravert, Intuition, Thinking, and Perception) which is typical of motivating leaders. Specifically, such types of personalities may have an over-inflated sense of their impact on others&they are&perceived as transformational leadership style (Knights and Willmott, 2007, p. 90). Another common personality type is IN-P, which is also called innovator . The peculiarity of the style lies in absence of thinking-feeling function and, therefore, the IN-P types are more accurately aware of how they should approach other people. At the same time, they are still transformative in terms of their ability to introduce innovation and participate in problem solving. However, these types of people focus more on innovation to foster transformation rather than encourage and recognize various personalities. Unlike motivators, innovators are introverted and, therefore, they are more interested in abstract and theoretical thinking; they are also apt for successful problem solving. In other words, innovators are more concerned&with the world of concepts than the world of social interaction (Knights and Willmott, 2007, p. 90). With regard to the above-described types, the Myers-Briggs personality test proves to be useful in highlighting leadership potential. Moreover, it also contributes to understanding various approaches to improving leadership and ensuring effective leadership.
The importance of examining the psychometric qualities of the Myers-Briggs personality test is evident because it directly influences the effectiveness of business management practices. At this point, Gardner and Martinko (1996) have discovered that 55 % of individuals are extroverts. About 60 % have sensing and judgment as prevailing styles of functioning, as compared to intuition and perception (Gardner and Martinko, 1996). As per thinking-feeling preferences and judgment-perception orientations, it has been found that managers are more thinking-judgment oriented. With regard to the above-presented research, it should be stressed that it correlates with the findings by Knights and Willmott (2007) who assign this qualities to motivating leaders.
In contrast to the studies represented by Gardner and Martinko (1996) and Knights and Willmott (2007), Goby and Lewis (2000) have provided an alternative outlook on the study of personality types and their roles in shaping managerial styles and business learning styles. In particular, the researchers emphasizes that there is no a unanimous assumption concerning which leadership style is the most appropriate to communicate effectively with employees. In fact, they insist on considering all 16 types of personalities to take the concept of cultural diversity in deeper consideration. In addition, Goby and Lewis (2000) argue, the study of different types and how they typically react to a situation can give people suggestions for modifying their style when that is causing them problems with others (p. 47). In other words, specific attention should be given to the necessity to develop flexibility, as well as introduce change process to handle human resources effectively. Despite the discrepancies in studies of personality traits and their influence on leadership styles, most of researchers are inclined to believe that perception is typical of all managers and leaders because it contributes to leadership competition demands (Sieff, 2009). As per intuiting-sensing indicators, line-managers are more concerned with Intuition whereas managers communicating external stakeholders rely more on sensing (Sieff, 2009). Therefore, perception stands at the core of business interaction whereas other qualities can vary with regard to the types of personalities managers should deal with.
In conclusion, recent research studies have introduced as variety of assumptions concerning the role of the Myers-Briggs Personality Test in shaping successful communication in business environment. The analysis of studies has revealed that perception characterizes most of managers whereas other indicators can vary in accordance with situations and people.
References
Gardner, W. L., & Martinko, M. J. (1996). Using the Myers-Briggs Type Indicator to Study Managers: A Literature Review and Research Agenda. Journal of Management. 22(1), 45-83.
Goby, V., & Lewis, J. (2000). Using Experiential Learning Theory and the Myers-Briggs Type Indicator in Teaching Business Communication. Business Communication Quarterly, 63(3), 39-48.
Knights, D., & Willmott, H. (2007). Introducing Organizational Behavior and Management. US: Cengage Learning EMEA.
Sieff, G. (2009). Personality Type And Leadership Focus: Relationship Between Self And Line-Manager Perceptions. South African Journal Of Human Resource Management, 7(1), 63-73.
Young, P. (2001). Leadership and the Myers-Briggs Type Indicator. Program Manager, 30(2), 48-50.
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