Interaction of MBTI Personalities - Essay Example

? Interaction of MBTI Personalities between Supervisor and Group The MBTI is a test of personality that measures the relative standing of the individual across four dichotomous variables. The dominant aspect of each variable is coded by an alphabet – thus giving us the four alphabet code that explains the personality traits of the person. The MBTI has been found to be extremely useful in professional conditions, and is often used to understand the interaction patterns and work culture in a work setting; as well as ways to improve the same. Just like the individual; the group as a whole also has a pattern of functioning. This pattern emerges when we study the dominant traits of all the individuals in the group. Just as the personality profiles of individuals can be used to understand their interactions; the personality profiles of individuals and groups can also be studied to understand the extent of fit that the individual has with the group. Such analysis can often help us identify helpful and unhelpful patterns between levels in the hierarchy; co-workers, and thus help us repair the same to ensure efficient functioning of the group. In the present study, the group supervisor has a personality profile that can be coded as ESFP, and the group he supervises is coded has a dominant profile ESTJ. We find it important to study the interaction between these two profiles in order to try and understand the areas of strength and those of concern in the interactions of the supervisor and the group. The supervisor (personality profile ESFP) is a spontaneous, outgoing individual who loves attention and being amongst people; interacting with them and helping them feel good about themselves. He makes a great team worker because of this. This person is also liable to be emotional in some situations, and moody in his interactions with others. He prefers using pre-existing structures to new ones; and is less likely to be analytical about the situation at hand. On the other hand, the group profile suggests that the group is organised and focused in its functioning and prefers to abide by rules and structures. It respects authority and is meticulous in its functioning. The discipline that the group seems to love keeps in on target in its goals, which also fuels its sense of purpose and confidence. The group does not take lightly to erratic and strange or out-of context behaviour. Its strong centrifugal style keeps the group connected and united in most cases. The relationship between these two groups is seen as one of Benefit; with the supervisor (personality profile ESFP) being the Benefactor of the group (personality profile ESTJ). A relationship of this kind gives the benefactor a more favourable place in the relationship; and thus, a higher place in the hierarchy. The relationship is mutually beneficial to the extent that the benefactor – here the supervisor – provides the presence and authority that the beneficiary needs and craves. This makes for a smooth work relationship in most cases, since the supervisor provides the authority and direction the team happily follows in the completion of the set goals. The supervisor in return gains respect from the team that provides a sense of authority and control the ESFP love. The team or group tend to identify with the supervisor and treats itself as an extension of this supervisor, such that the flow of command and direction is seamless and rarely challenged. There are potential areas of conflict also; since the supervisor does have some weak spots that the group tries to fill out. But being lower in the hierarchy of power; they can only make suggestions that may or may not be conceded. This can lead to strife and angry interactions that taint the mood of the group; and could even affect it’s functioning. The supervisor’s personality does lead him to undervalue to inputs of the group; and may ignore suggestions from the team members. While they are focussed on maintaining the wellbeing and functionality of each team member; they do not feel the need to take all suggestions on board if they don’t feel like it. This can lead to some important ideas being ignored. When the relationships between a supervisor and a group of supervisees is being studied in the professional context; it is necessary to assess strength. It is also necessary to check for any red flags that can point to areas of concern. The main strength of this relationship is the clear line of command that is not unnecessarily challenged. Both parties are comfortable in their own roles; and compliment the needs of the other. At times though, this complimentary relationship is what can cause blind spots about each other. It is to be noted that it is possible for the supervisor to take the suggestions of the group too slightly and not attend to their value; and for the group to over-idolise the abilities of the supervisor simply due to the position in the hierarchy. Communication is downward for the most part; with the supervisor initiating communication and choosing the modality. The group easily falls in with the decisions of the supervisor; and unsolicited upward communication is minimal. It is necessary for the supervisor to install means of upward communication in areas where the input of team members is needed. It is the onus of the supervisor to understand that there may be value in attending to the input of team members and regularly calling for the same. Decision making mostly lies on the shoulders of the supervisor again; but it is necessary that the group be involved as far as possible to keep the air clear. Ideally, the group would prefer the supervisor to be practical in making decisions and communicating to them. Problems can occur when the supervisor does not realise the value of the input of any said group member and disregards the suggestions. At such times, it is necessary that the group realises that the supervisor is as fallible as any other human, and needs to approach him again with their ideas. On the other hand, the supervisor needs to accept that he may have over-discounted possible valuable information; and then should sit down with the group and rectify the situation. This is imperative, because if the group chooses to not recognise the authority of the supervisor; there can be a lot of unhelpful bitterness. The changes thus decided need to be handed down the line of authority; and the supervisor should then initiate a chain of feedback so that he is kept abreast of the experiences of the group. References Briggs Myers, I. (1998). Introduction to type. (6th ed.). Mountain View, CA: CCP, Inc. Daniel Goleman, Annie McKee, Richard E. Boyatzis, (2002) Primal Leadership: Realizing the Power of Emotional Intelligence. Harvard Business School Press. Hirsh, S., and Kumnerow, J. (1998). Introduction to type in organizations. (3rd ed.). Mountain View, CA: CCP, Inc Myers & Briggs Foundation. (2003). Understanding-mbti-type-dynamics. Retrieved 06-03-2011 from http://www.myersbriggs.org Read More