Personality Type and Leadership Style | Tools for Team Leadership: Delivering the X-Factor in Team eXcellence

The Sensing-Intuition (S-N) and Thinking-Feeling (T-F) dichotomies represent cognitive functions underlying one's personality. Several researchers, including Nutt (1986) and Haley and Pini (1994), have found that a person's preferences on these two dichotomies explain much about his or her approach to problem solving and decision making. Since these are core behaviors of influencing individuals and teams , it can be particularly helpful to look at the four resulting preference combinations (ST, SF, NF, NT) when examining leadership style. Exploring these combinations can help you understand some of the strengths and potential blind spots of your personality type.

" Sensible Technicians" (STs) ”Preferences for Sensing and Thinking

Leaders with preferences for Sensing and Thinking (STs), the "Sensible Technicians," are down-to-earth types who tend to focus on completing the list of tasks assigned to them. They tend to provide stability to a team and usually are reliable types other members can depend on. They would rather help the team fix its problems in a step-by-step fashion than throw out what the team has been doing and invent a whole new system. Sensible Technicians love common sense and want the team to deal with what is real rather than dream about the ideal. They prefer to look at facts and details. They may not love bureaucracy but they can survive it better than other types. They like things to be organized and well documented.

No one personality type demonstrates the perfect set of traits and preferences required to succeed as a leader. Many Sensible Technicians are prone to be too short-term oriented. They are so pragmatic that they tend to focus solely on the here and now and often fail to produce the long- term plans that require thinking "outside the box." They are not likely to embrace change unless they are first convinced that the system is broken. When trying to help a team with a change effort, they may take an overly cautious approach to guard against catastrophe. Their matter-of-fact manner and tendency to take good behavior for granted may fail to inspire other members of the team. Their focus on details may lead them to nitpicking and micromanaging the team's efforts.

Table 4 provides more detail about the organizational tendencies of Sensible Technicians. It utilizes the 7-S model of organizational effectiveness described by Peters and Waterman in their book In Search of Excellence (1982). The model outlines ST preferences for business strategy, structure, systems (i.e., what procedures they promote), staff (i.e., how they treat their people), style, skills, and shared values. It also provides a list of weaknesses Sensible Technicians may bring to the team they are trying to lead.

TABLE 4: Organizational Tendencies of Sensible Technicians (STs)
Sensible Technicians prefer Strategy that is systematic, detailed, practical, sensible, fair, slow but steady, patient, heavily documented, and focused on one step at a time Structure that is logical and organized, hierarchical, bureaucratic, and centralized, and that has clear channels, checks and balances to reduce risks, and legalistic job descriptions Systems that include clear business procedures, routines, formats for reports , systematic data gathering, formulas for decisions, and a reliance on hard data and experience Style that conveys dependability , logic, patience, fairness, formality , decisiveness, bluntness, objectivity, and accountability; that is realistic, detail and fact oriented, matter-of-fact, and impersonal; and that plans ”and then follows the plan ”and reinforces compliance Staff to be managed with an awareness of headcount, categorization of employees , and clear selection criteria for each job; and hire people who respect rules and regulations, demonstrate logic and stability, and display common sense Skills that emphasize being thorough and efficient in meetings and reports, absorbing and using details and facts, and performing routines and measurement activities such as operational analysis and accounting Shared values such as logic, conservatism, stability, dependability, orderliness, practicality, punctuality, fairness, objectivity, competitiveness , efficiency, compliance with rules, and security Sensible Technicians may have weaknesses such as Treating strategy as an end, not as a means Overguarding against catastrophe Missing the forest for the trees; being short-sighted Being too impersonal and matter-of-fact Favoring rigid and legalistic structures, making change difficult Compartmentalizing in a way that leads to overspecialization Overrelying on formulas for conducting decision making Nitpicking Resisting innovation; having difficulty dealing with uncertainty Being impatient with complexity Forgetting to stroke people; taking staff for granted Rigidly adhering to plans

Sociable Facilitators (SFs) ”Preferences for Sensing and Feeling

Leaders with preferences for Sensing and Feeling (SFs), the "Sociable Facilitators," are often very good at helping people feel like they belong. They build teams inclusively, connecting members with other members having similar interests. They try to make sure everyone has some input. They are "people persons" and commonly care more about the relationships on the team than the tasks. Sociable Facilitators take pleasure in rescuing teammates.

SF tendencies can also produce blind spots. In leadership positions Sociable Facilitators may be perceived as softhearted and suckers for lost souls. They enjoy socializing and tend to know a lot about everyone. Sometimes they are accused of being busybodies or gossipers. Sociable Facilitators tend to be uncomfortable with conflict. This leads them to overuse strategies of avoidance and accommodation to smooth over conflicts. Table 5 further elaborates their organizational tendencies including strengths and possible weaknesses.

TABLE 5: Organizational Tendencies of Sociable Facilitators (SFs)
Sociable Facilitators prefer Strategy that emphasizes values and considers personal reactions ; that is also detailed, systematic, slow but steady, down-to-earth, present oriented, and based on verifiable facts and experiences Structure that is family oriented and centralized; one with many channels to funnel input and clarify expectations and decision-making procedures Systems in which routines are established and followed; where reports follow a format but include a personal perspective, and where input ”including facts, details, opinions , examples, reactions, and so on ”is sought from the people, not impersonal sources of information Style that conveys consideration, compassion, thoroughness, fairness, dependability, tolerance, participation, support, practicality, compromise, and an attitude of live and let live; that is slow but ensures that all members have their say Staff to be managed with an awareness of headcount and whether people feel they belong; and mold people to accept company values, emphasize training and development opportunities, and facilitate interaction among staff members Skills that emphasize absorbing and using details and facts about people, human resources and development, marketing and customer service, interpersonal relationships, developing routines, and patching up systems Shared values such as affiliation , fairness, appropriate behavior, trust, loyalty, harmony, pragmatism , the golden rule, tradition, cooperation, and a sense that anyone can succeed if they only try Sociable Facilitators may have weaknesses such as Treating strategy as an end, not as a means Being overconcerned with people and having softhearted tendencies Resisting change Perpetuating positions beyond their usefulness Oversimplifying problems Nitpicking Avoiding conflict Naively believing that all you have to do is work hard Missing the forest for the trees; being short-sighted Being a busybody, trying to please everybody, or playing favorites Being uncomfortable with complex or abstract situations Being passive- aggressive or self- righteous when offended

Noble Funlovers (NFs) ”Preferences for Intuition and Feeling

Leaders with preferences for Intuition and Feeling (NFs), the "Noble Funlovers," tend to focus on the big picture and the values of the organization. They believe in the cause and in people's important role in forwarding that cause. They are often terrific communicators and can inspire their followers, provoking change and cheering on efforts to do what is right. They want systems that are aesthetically and ethically pleasing, and they want us all to have fun while doing so. They are strong supporters of training and development opportunities for their people.

NFs typically have some blind spots, too. Their attraction to aesthetics and inspiration may overwhelm the substance of the tasks to be performed. The idealism of these Noble Funlovers may turn into self-righteousness when they confront members who violate their personal standards. Their flair for being fun loving and/or dramatic may turn off or frighten their more staid teammates. While they can be great communicators, sometimes they just talk too much. Table 6 further elaborates their organizational tendencies including strengths and possible weaknesses.

TABLE 6: Organizational Tendencies of Noble Funlovers (NFs)
Noble Funlovers prefer Strategy that is innovative, creative, based on values, future oriented, communicated to all, and people oriented; that emphasizes development and relationships, acquires resources, and has contingencies built in to cover personal concerns Structure that is ad hoc, loose, organic, flat, and decentralized; that includes growth-oriented job descriptions Systems that are flexible and unstructured; that allow for personal judgment and hunches, use brainstorming sessions to discover alternatives, and promote open channels to facilitate quick and easy communication between all levels Style that is idealistic, enthusiastic, charismatic, dramatic, sociable, and personable and includes high-energy bursts; that promotes democratic participation, evolution, compromise, the smoothing over of conflicts, the expression of appreciation , and leaving decisions open to modification Staff to be managed by pushing development and the use of potential, selecting people who fit in, and finding the good in all Skills such as communication, empathy, and the ability to see both sides of issues; those with a customer service or public relations bent Shared values such as harmony, cooperation, loyalty, creativity, development, stimulation, variety, autonomy, authenticity, and the belief that people are good and important Noble Funlovers may have weaknesses such as Having a high need for approval; avoiding conflict Being overly emotional or dramatic Being moralistic Overextending Creating dependencies Having difficulty enforcing discipline; trying to rescue lost souls Being naive or overly trusting Overemphasizing enthusiasm ; working in bursts Being poor at noticing the details Having too many direct reports Being too flexible and/or inconsistent Reinventing the wheel Failing to follow through and meet deadlines Being overly influenced by personal likes and dislikes Talking too much

Novel Transformers (NTs) ”Preferences for Intuition and Thinking

Leaders with preferences for Intuition and Thinking (NTs), the "Novel Transformers," seek more perfect systems. They are often visionary leaders dissatisfied with the status quo ”constantly thinking about what a team or organization could be or should be like. They are the architects of progress, designing frameworks and systems to produce results. They prize and demand competency in themselves and others, with high standards and a focus on the big picture and the future.

Like all leaders, Novel Transformers have their blind spots, too. They tend to find it hard not to show disappointment, even disdain, for repeated mistakes. They are often accused of being too idealistic and too demanding because their mind races ahead and keeps escalating expectations of the team. They may seem more interested in the challenge than in savoring successes. Table 7 further elaborates their organizational tendencies including strengths and possible weaknesses.

TABLE 7: Organizational Tendencies of Novel Transformers (NTs)
Novel Transformers prefer Strategy that is goal and future oriented, innovative, theoretical; that takes calculated risks and sees the big picture; that provides a plan for others to execute Structure that is complex, decentralized, transitional; that provides enough order to encourage productivity Systems that are flexible but rational, focus on results not procedures, gather information fast and use it to gain a sense of progress; that expedite information to the decision makers Style that conveys confidence and a sense that anything is possible; that is blunt, impersonal; that provides meaning and direction; and act as the architect of progress/ideas, the revolutionary, and frequently ask the question "Why?" Staff to be managed in an impersonal way that demands competency, indicates high expectations, and is responsive to new ideas; that can execute plans Skills that emphasize research and development, logic, efficiency, planning Shared values such as change, innovation, competency, nonconformity, logic, need for achievement, appreciation for profound and complex solutions Novel Transformers may have weaknesses such as Losing interest Being elitist Failing to follow through or meet deadlines Being restless Escalating standards Being confrontative and argumentative Being critical and impatient with repeat mistakes Finding it difficult to shift focus Spending too much time planning Leaving structures and procedures too vague Requiring praise while forgetting to praise others

You now have a foundation for understanding your personality through the framework of the Myers-Briggs Type Indicator instrument. Your personality will show up in your efforts to provide leadership to your organization and your team. You have been provided ideas regarding what your natural strengths and weaknesses may be. You have also been provided suggestions on how to work with various type preferences on teams. What will you do with what you have learned? Use exercise 10 in conjunction with the after-chapter review to plan how to capitalize on what you now know about your personality.