Individual Difference

Several years ago I was given the opportunity to participate in a leadership development process. It started with a one-week workshop followed by a second weeklong session and finally capped off with sessions that met bi-weekly for a full year. It was the one-year session, with its constant attention toward my leadership actions and personal intention to improve, that was most meaningful. Subsequently, I learned through research that a success factor for effective leadership development is the inclusion of a mechanism that constantly reinforces the useful behaviors while discarding the negatives.

Two popular “personality instruments” are in use today. One is the Meyers Briggs Type Indicator (MBTI) and a second is the Big Five Personality Test.¹ The Big 5 is a serious scholarly tool that is both reliable (results are consistent when re-taken) and valid (it measures what it is purported to be measuring – personality).¹ Personality is defined as "the sum total of ways in which an individual reacts to and interacts with others" (p. 134).¹

The MBTI is a very popular tool used in training and team-building seminars in organizations worldwide. It was during the first leadership course that I was introduced to the MBTI. The MBTI, while popular, is not considered as reliable and valid.¹ This has led some to suggest it is not a personality instrument¹ (not valid for this purpose) but instead is best suited for understanding behavioral choices. Nevertheless, if it is used properly, it provides benefit to leaders, organizations and its members. 

The MBTI instrument helps pinpoint a person’s behavioral preferences by measuring individual patterns using 4 different scales (dimensions).² A description and definition of each scale is in the table below:

Scale	Scale Description2	Scale rates…	Definitions2
#1	Describes how one draws energy from life	Extroversion (E) versus  (I) Introversion	Extroversion: Oriented toward external environment; energy comes from out there Introversion: Energy is derived internally ("ideas, emotions, and impressions" p. 1)
#2	How perceptions are formed	Sensing (S) versus Intuition (N)	Sensing: Uses senses Intuition: Uses "gut" or intuition
#3	How one makes decisions	Thinking (T) versus Feeling (F)	Thinking: Applies logic to make a decision Feeling: Applies values and feelings
#4	How an individual lives their life	Judgment (J) versus Perception (P)	Judgment: Prefers structure Perception: Prefers to be "spontaneous and flexible" p. 1

A person is given a score that resides somewhere closer to one side or the other on each scale continuum or somewhere close to the middle. For example, a person may lean closer to introversion (I), sensing (S) and feeling (F) while scoring in the middle between judgment (J) and perception (P), but with an edge toward judgment (J). There are 16 different behavioral preference combinations. When a leader or others learn of a score, they can use it to understand how an individual may be more likely to behave and/or how he or she is different than another.

I believe the MBTI provides valuable information to individuals and their respective organizations in the following ways:

• It helps individuals recognize what they prefer and the behaviors that are more comfortable.
• The MBTI language and tool does not use a judgmental tone and claim any combination as good or bad; the instrument effectively is neutral, which assists in having a positive regard for everyone.
• The scores can assist an organization and individuals in understanding why there are tensions occurring in certain settings. For example, in making decisions, the Thinker applies logic whereas the Feeler makes decisions based on values; this difference can cause friction.
• It helps members understand that others can be expected to behave differently for no other reason than this is how they are hard-wired; ultimately, this can promote diversity acceptance.

In practice, leaders can utilize the tool. For example, some people strongly prefer structure in their work and projects. Others, however, may prefer spontaneity and would avoid being locked down by a project plan. The insightful leader will understand that these behavioral preferences exist and may even select workers for certain tasks based on this understanding. That is, a leader may find it useful to appoint a “J” to lead a project since it requires significant amounts of structure.

Alternatively, a leader may encourage leaders of meetings to account for the differences, especially knowing that organizations have a mix of introverts and extroverts. The extrovert is more likely to dominate the meeting (speaking as they are thinking is common) while the introvert listens intently and then speaks up. Group techniques, such as the nominal technique (requiring participants to write down answers or responses to questions/problems), are used as a means to get everyone more involved and to make sure all participants are heard.¹

Unfortunately, there are some dangerous uses of personality or behavioral instruments. For example, one team of an organization was asked to reveal their scores by posting the results on the wall of a conference room. A quick scan revealed that most executives fell into one of two behavioral styles of ESTJ or ISTJ, but there was one outlier. The requirement to share one's score can be either positive or negative depending on how it was used. If it helps everyone recognize that there are valid differences between people and it caused more empathy for an individual, then it is doing what it should. On the other hand, if it is used to set someone apart, “he or she thinks different and therefore does not belong,” then it is not proper. Therefore, if an organization requires a score to be posted, it should be used as a means to recognize positive difference rather than create hostility toward an individual.

It is also not helpful to try to figure out one’s score and then use that data to behave accordingly. It is very difficult to interpret someone’s behavior and assign a score. One reason is that what one exhibits may not be what they prefer. I test my students on this by asking them to guess my MBTI results. It is very common to assume I am an extrovert when in reality I am a strong introvert. I explain to them that when teaching or in meetings in corporate I need to behave like an extrovert and I do.

Personality or behavioral preference results have their place in organizations. Diversity is such an important item in organizations today, and a component of diversity management is helping people be comfortable with difference. The MBTI (or Big 5) can be one starting place to help people recognize differences while also a means to develop positive regard for others. Therefore, it can be useful if put to proper use, but it also can be negative if not used properly.

Please feel free to comment or respond.

References

¹ Robbins, S., & Judge, T. (2011). Organizational Behavior (14th ed.). Upper Saddle River, NJ: Pearson Education.

² Hirsh, S.K., & Kummerow, J.M. (1998). Introduction to Type in Organizations (Third Edition ed.). Palo Alto, CA: Consulting Psychologists Press.