This week’s MSLD 631
blog covers an assessment of my Myers Briggs Personality Type Indicator test
result and how the result can be used to help me develop my leadership
capacity. In this blog, my own self-awareness and my knowledge and awareness of
others will also be considered.
The Results of the Test: ENFP
ENFP is my type. I have a marginal preference of
extraversion over introversion (1%);
a moderate preference of intuition
over sensing (28%); a slight preference of feeling
over thinking (19%); a slight preference of perceiving over judging (16%). Hence the acronym ENFP.
Previous
self-assessments performed throughout the MSLD program at Embry-Riddle
Aeronautical University, have shown that I am by nature an introverted person
who enjoys having an extroverted role. My role currently is the lead fault
isolation technical writer for advanced aircraft. In this role, the requirement
to be out in front and to take charge is a role an extrovert fits more
comfortability into. In aircraft maintenance where male machoism still
dominates, extroverts rule and I find it easier to collaborate as an extrovert.
There are exceptions to this rule, so take this as a general rule. Days that
require me to be in the extroverted role in significant amounts of time are
days where exhaustion hits me hard. Sometimes I find it necessary to find
‘recharge time’ during the day to find my second wind.
Preferences of
intuition, feeling and perceiving can be explained in similar fashion.
Throughout my professional career in aircraft maintenance, I have lived on the
‘edge’. In the Air Force, the focus was on fixing fighter aircraft as soon as
possible so missions could be made. Cancelled missions due to maintenance not
making timely repairs was frowned upon. This environment was fast paced and at
times turbulent. In my current role, meeting deadlines is threatened by having
to learn new technologies in a short amount of time with scarce resources. Both
scenarios (Air Force and my current role) typically demand decisions that are
made quickly and decisively. Using intuition, feeling and perceiving
personality traits aid in making decisions quickly and decisively. Trick is
knowing when to use sensing, thinking and judging in their place. After
reflecting on this test, my belief is that the results of the test are an
indication that my personality traits are either a result of the type of
environment that I am in (showing adaptability), or suite the type of
environment that I am currently in. The latter is probably more true because I
truly enjoy my job. After so many years of living on the edge, it may now be an
addiction.
Developing My
Leadership Capacity
This particular
self-assessment test has provided a fresh perspective on my current tendencies,
particularly bringing to the forefront that I use intuition more than the
critical thinking skills. Having this awareness will help me guard against
using intuition when critical thinking is more appropriate. Time, impact and
complexity of the decision are three attributes of a decision that immediately
come to mind. Hoch and Kunreuther (2001) provide a 4th, what is the penalty for
a bad decision. All of these attributes
should be considered and reflecting upon my personality type has highlighted
the need to make sure I don’t fall into using intuition too much. Fortunately,
my team members will communicate to me when they think a different direction is
needed.
How do I Perceive
Others in My Organization?
On the surface, my
perception is that the other leads in my organization detract from innovation
and emergence by wanting to follow guidelines and best practices as rules that
are strictly be adhered to. Having a few simple rules in a complex environment
should be our guide (Obolensky, 2014, p. 126). They are relying on their
previous military experience of command and control. Our manager on the other
hand, has Information Technology (IT) experience where emergence and innovation
are part of the IT culture. Typically, he is so busy handling crisis that he has
no time to coach the other leads on emergence and innovation, or to build an
environment that does. The ‘pain’ that our organization is experiencing due to
our organization living in silos in a traditional hierarchal system is
described in Obolensky (2014), Chapter 3.
References:
Hoch,
S. J., & Kunreuther, H. C. (2001). Wharton
on making decisions. (1st edition.). Hoboken, NJ: John Wiley & Sons
Inc.
Obolensky,
N. (2014). Complex adaptive leadership:
Embracing paradox and uncertainty. Burlington, VT: Gower Publishing
Company.
