Personality Type and Leadership Behaviour

eBook Price : $16.95
(PDF version)
Author: Anne Dranitsaris, Ph. D.
Price: $16.95 (PDF version)
Description:
Learn how personality affects leadership style and behaviour. Leverage this knowledge to become a more effective leader. Learn to work around - or minimize - potentially weak points. Identify steps to improve staff performance, build bridges in communication with and between various staff members, develop greater effectiveness in change management.
  • To preview table of contents and sample chapters, expand the sections below
Introduction  4
General Information on Psychological Type  5
Using Type for Leadership Effectiveness  11
Leadership Profiles of Personality Types  13
ESTJ (Extraversion, Sensing, Thinking, Judging)  14
ISTJ (Introversion, Sensing, Thinking, Judging)  19
ESFJ (Extraversion, Sensing, Feeling, Judging)  24
ISFJ (Introversion, Sensing, Feeling, Judging)  29
ENTJ (Extraversion, Intuition, Thinking, Judging)  34
INTJ (Introversion, Intuition, Thinking, Judging)  39
ENTP (Extraversion, Intuition, Thinking, Perceiving)  44 
INTP (Introversion, Intuition, Thinking, Perceiving)  48
ENFJ (Extraversion, Intuition, Feeling, Judging)  53
INFJ (Introversion, Intuition, Feeling, Judging)  58
ENFP (Extraversion, Intuition, Feeling, Perceiving)  63
INFP (Introversion, Intuition, Feeling , Perceiving  68
ESTP (Extraversion, Sensing, Thinking , Perceiving)  72
ISTP (Introversion, Sensing, Thinking , Perceiving)  77
ESFP (Extraversion, Sensing, Feeling , Perceiving)  82
ISFP (Introversion, Sensing, Feeling , Perceiving)  86
Appendix: Fundamentals of Jung’s Typology  91
Author Profile  100
Bibliography  101
Services  102
Products  104

The INFJ Leader

This section provides information on how individuals of this personality type, in a team environment, is most likely to behave. Each of the personality types adopts a particular way of behaving in a team environment. In some circumstances, these behaviours enhance team functioning, while in others, it can get in the way of a team achieving its objectives. The following reflects the behaviours that you are most likely to see demonstrated by the INFJ as a leader.

The leadership style of the INFJ is different from that of the more commanding types. Directing their people quietly yet forcefully, INFJs always strive for and support the highest and best use of human potential. They genuinely care about their people and whether or not the people are happy with their jobs. Demanding of themselves, they lead by example, never asking someone to stretch any further than they would themselves. When they are in a position to lead people in a cause, they are inspirational and know how to bring the best out of those who share their values. They are less effective in keeping people churning out routine, detailed work. INFJs often lead by becoming advocates of ideas or causes. They work toward their ideal in a quiet fashion, working hard to gain the cooperation of others rather than demanding it. Able to inspire and motivate people with their ideals, they work with steady determination to make their insights real, and to reach long-range goals for themselves, others, and the organization. They are also excellent team facilitators and can focus on both people and new ideas during meetings.

As managers, INFJs tend to be interested in both people and productivity. They believe in personal development for their employees and are skilled at helping them realize their goals, as well as actualizing their own. Because of their empathetic capacity, they take great pride and enjoy a type of vicarious pleasure in their subordinates’ accomplishments, almost as though these accomplishments were their own. They are at their best in situations where, together with their subordinates, they have the opportunity to excel and develop both personally and professionally.

The developed interpersonal skills of INFJs make them supportive and appreciative managers who are able to supply ample verbal and non-verbal appreciation, giving praise whenever they find an appropriate opportunity. They let themselves become personally involved with their workers, actively listening and giving their full attention to them. They always seem to know the right thing to say and do to encourage and support others, getting personal gratification from the exceptional performance of those whom they encourage. Also, they need and value the approval of others, work hard to get it, and are motivated by positive reinforcement and feedback.

INFJs enjoy having responsibility for the people under them and tend to manage in a very personal fashion. They work very hard at establishing good interpersonal relationships with the people for and with whom they work. They are team-oriented and direct much of their energy into the creation of a well-functioning, harmonious team.

INFJs use their intuitive function to take in accurate information about the feelings, beliefs and values of others, and weave them into a motivational tool for the different individuals. People tend to work hard for INFJs because they feel known and special to them. While an INFJ is loyal and will work hard toward achieving organizational goals, he/she does not react well if people become cold, hard and impersonal. INFJs require and provide participative management where changes, systems, and procedures are installed and operated for the purpose of serving both organizational and human purposes. They will question anyone or anything that comes from formal authority without first being passed through the ranks of superiors, peers and subordinates for approval.

As managers, INFJs tend to be interested in both people and productivity. They believe in personal development for their employees and are skilled at helping them realize their goals, as well as actualizing their own. Because of their empathetic capacity, they take great pride and enjoy a type of vicarious pleasure in their subordinates’ accomplishments, almost as though these accomplishments were their own. They are at their best in situations where, together with their subordinates, they have the opportunity to excel and develop both personally and professionally.

The developed interpersonal skills of INFJs make them supportive and appreciative managers who are able to supply ample verbal and non-verbal appreciation, giving praise whenever they find an appropriate opportunity. They let themselves become personally involved with their workers, actively listening and giving their full attention to them. They always seem to know the right thing to say and do to encourage and support others, getting personal gratification from the exceptional performance of those whom they encourage. Also, they need and value the approval of others, work hard to get it, and are motivated by positive reinforcement and feedback.

When organizational mandates temporarily fail to accommodate human needs, the INFJ manager can experience enormous distress and conflict. They feels caught in the middle because to follow the needs of the organization means that they will have to create disharmony for their people. The conflict between organizational demands and human needs at times can cause the INFJ manager to become ineffective and indecisive about which priority to choose. INFJs tend to manage people and situations through their ability to listen and empathize. People usually enjoy working with or for them, as they are particularly gifted in making people feel like a team.

JTW – Personality Type and Leadership Behaviour © Anne Dranitsaris Ph.D. 2009

Jung Typology Profiler for Workplace

Request a free trial of the online Jung Typology Profiler™ (JTPW™)  The JTPW™ determines the 4-letter Jung Personality Type the Improving Team Performance book refers to. It also provides a comprehensive report that covers such areas as preferable activities, work behavior, leadership skills, problem solving, decision making style, motivation factors, communication style, strengths of work-related personality qualities and more.