Variations in Work & Management Style

1. Variations in Work & Management Style • For 124 mid- and first-level managers, only • 14% were seen as using the same style across four situations • In another sample of 124 • 2.4% had a single style • .8% had a dual approach • 94.4 were multi-style (3 or more of 6 styles) • 2.4 unclassified • The most variance in leader style was accounted for by • situations requiring quality solution and/or subordinate • acceptance in decision making

2. 4 The Dimensions of Style What energizes you? What is the focus of your attention? How do you make decisions? How do you structure your behavior?

3. Style or Type… • …is the relatively consistent and characteristic way in in which we perceive, process information, and respond. It has implications for: • communication effectiveness • relationship compatibility • problem solving approaches • decision making method • roles taken on projects and teams • conflict causes and resolution • career specialization

4. What style preferences are… • Preferred way of behaving • Consistent across most situations • Fairly persistent over time • Prominence of type is relative • May shift with certain contingencies

5. What energizes you? Introversion-Extraversion • Introversion • quiet concentration • like details & dislike generalizations • not remember names and faces • work one project for long periods • interest in idea behind task • think before acting • work well alone • less communicative • Extraversion • variety & action • like fast, uncomplicated procedures • good at greeting people • impatient with long slow tasks • results oriented • don’t mind interruptions • act first, think later • like people around • communicate freely

6. What is the focus of your attention? Sensing-Intuiting • Sensing • Dislike new problems • Use established methods • Like using old skills more • Work steady and paced • Step by step conclusion • Patient with routine details • Don’t trust inspiration • Rare errors of fact • Good at precise work • Intuiting • Like new problems • Dislike repetition • Enjoy learning new skills • Bursts of energy • Reach conclusions quickly • Impatient with routine details • Patient with complexity • Follow inspirations • Errors of fact • Dislike time for precision

7. How do you make decisions? Thinking-Feeling • Thinking • Not show or uncomfortable with emotions • Hurt feelings without knowing • Analysis & logical order • Conflict is OK • Decide impersonally • Fairness & justice important • Can reprimand & discipline • Responds to ideas • Firm-minded • Feeling • Aware of people & feelings • Pleasing people • Like harmony; dislike conflict • Decisions influence by likes & wishes • Need occasional praise • Dislike discipline and control • Respond to values & feelings • Sympathetic

8. How do you structure your behavior? Judging (structure)-Perceiving (change) • Judging • Make plans and follow them • Things settled and finished • Decide too quickly • Dislike changing priorities • Not notice new things • Just the essentials • Satisfied with decision • Perceiving • Adapt to changing situations • Leave things open • Open-ended decisions • Too many unfinished projects • Postpone unpleasant jobs • Want to know everything • Curious and open to ideas

9. Misunderstanding between styles • Thinkers may view feelers as: • Impulsive • Manipulative • Overly personal • Sentimental • Postponing • Guilt ridden • Conflict avoidant • subjective • Feelers may view thinkers as: • Talks too much • Indecisive • Overly cautious • Overly analytical • Unemotional • Controlled & controlling • Rigid

10. Misunderstanding between styles • Intuitors may view sensors as: • Don’t see long range • Status seeking • Act before thinking • Don’t see big picture • Domineering & arrogant • Sensors may view intuitors as: • Unrealistic • Fantasy bound • Scattered • Devious • Out of touch • Dogmatic • Impractical

11. Interaction of styles • Similar styles feel more understood and accepted, and have less conflict • High similarity leads to quick (but not necessarily better) decisions • Opposites on 3 or more dimensions will probably conflict • The only representative of a preference will be seen as different • SJ’s are less prone to change; NP’s enjoy change; FP’s may be inconsistent about change • Understanding the contingencies for your style gives you more choice for communicating effectively • Understanding and appreciating style can decrease conflict and increase communication, satisfaction and productivity

12. Team Task • Team perceptions of each other’s MBTI dimensions: Team speculates the dimensions for each member and gives reasons. The member then states and describes type. • Identification of “modal” type: what is the most frequently appearing type • Discussion of implications of type combinations: strengths & weaknesses • Discussion of how a leader would best function in this type of team setting