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.
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.
Sensible Technicians prefer
Sensible Technicians may have weaknesses such as
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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.
Sociable Facilitators prefer
Sociable Facilitators may have weaknesses such as
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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.
Noble Funlovers prefer
Noble Funlovers may have weaknesses such as
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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.
Novel Transformers prefer
Novel Transformers may have weaknesses such as
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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.