library leadership and the myers-briggs type indicator
TRANSCRIPT
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JENNIFER KEACH
Library Leadership and the Myers-Briggs Type Indicator®
JENNIFER KEACHCERTIFIED MBTI® FACILITATOR
DIRECTOR OF DIGITAL SERVICES
L IBRARIES & EDUCATIONAL TECHNOLOGIES
JAMES MADISON UNIVERSITY
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Objectives
� Identify what your MBTI® personality type suggests about your leadership style
� Apply personality type theory to your own leadership
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Agenda
� Basics of the MBTI®
� MBTI® Dichotomies
� Personality Types and Librarians
� Temperaments � Temperaments
� Leadership preferences
� Leadership non-preferences
� Functions & Decision Making
� Next Steps
� Questions & Answers
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Introductions
Jennifer KeachCertified MBTI® facilitator
Director of Digital Services
Liaison to Media Arts & Design
Libraries & Educational TechnologiesLibraries & Educational Technologies
James Madison University
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Gardner’s 9 Tasks of Leadership
1. envisioning goals
2. affirming values
3. motivating
4. managing
5. achieving a workable level of unity5. achieving a workable level of unity
6. explaining
7. serving as a symbol
8. representing the group externally
9. renewing
Gardner (1990)
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What is the MBTI®?
MBTI® =Myers-Briggs Type Indicator®
� A tool that attempts to identify an individual’s preferences.
� Looks only at normal behavior.� Looks only at normal behavior.
� No right or wrong answers—no better or worse types.
� It does not measure likelihood of success or skills.
� Should never be required or used against someone.
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Popularity of the MBTI®
� Since 1975, most-taken instrument in the world.
� Most Fortune 100 companies use it.
� Millions of people take it each year.
� Translated into two dozen+ languages.
� Used in 70+ different countries.
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Options for the MBTI®
� Your human resources or training office, or similar offices in nearby universities.
� Contact me after this webinar to discuss my MBTI® services and rates.
� MBTI®Complete, online version without personal feedback. � MBTI®Complete, online version without personal feedback.
� MBTI® Online with Personal Feedback through the Center for Applications of Psychological Type.
� Your local chapter of the Association for Psychological Type International or the MBTI®Master Practitioner Referral Network to find a certified MBTI® practitioner geographically near you.
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“Much seemingly chance variation
in human behavior is not due to chance;
Preferences
in human behavior is not due to chance;
it is in fact the logical result of a few
basic, observable preferences.”
C.G. Jung
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Ways to Use the MBTI®
� Become aware of different preferences
� Understand the value of each preference
� Seek out others with differences
� Work to your preferences
� Minimize or practice your non-preferences.
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The MBTI® Dichotomies
SS NN
EE IIOR
ORSS NN
TT FF
JJ PP
OR
OR
OR
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Extraversion Introversion
EE IIOR
Energy Flow Attitude
EE IIWhere we focus our
attention and get energy
EE IIOREE II
Myers (1998)
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E–I Population
EE IIOR
General Population1 49% 51%
Librarians2 37% 63%
EE II
1Myers (2003); 2Scherdin (1994)
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Sensing Intuition
SS NNOR
Perceiving Function
The way we take in information and the kind of information we
like and trust
SS NNOR
Myers (1998)
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S-N Population
ORSS NN
General Population1 73% 27%
Librarians2 41% 59%
ORSS NN
1Myers (2003); 2Scherdin (1994)
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Thinking Feeling
TT FF
Judging Function
The way we make decisions
TT FFOR
Myers (1998)
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T-F Population
TT FFGeneral Population1 40% 60%
56% of men 76% of women
Librarians2 60% 40%
TT FFOR
1Myers (2003); 2Scherdin (1994)
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Judging Perceiving
JJ PPOR
Outer-World Orientation Attitude
Our attitude toward the external world and how we orient ourselves to it
JJ PPOR
Myers (1998)
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J-P Population
JJ PPOR
General Population1 54% 46%
Librarians2 66% 34%
JJ PPOR
1Myers (2003); 2Scherdin (1994)
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MBTI Personality Type
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTPISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
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National Representative Sample
14%
16%
18%
20%
0%
2%
4%
6%
8%
10%
12%
INFJ INFP ENFP ENFJ INTJ INTP ENTP ENTJ ISTJ ISFJ ESTJ ESFJ ISTP ISFP ESTP ESFP
Myers (2003)
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Librarians
14%
16%
18%
20%
0%
2%
4%
6%
8%
10%
12%
INFJ INFP ENFP ENFJ INTJ INTP ENTP ENTJ ISTJ ISFJ ESTJ ESFJ ISTP ISFP ESTP ESFP
Scherdin (1994)
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Comparing Types
12%
14%
16%
18%
20%
NT SPNF SF
0%
2%
4%
6%
8%
10%
INFJ INFP ENFP ENFJ INTJ INTP ENTP ENTJ ISTJ ISFJ ESTJ ESFJ ISTP ISFP ESTP ESFP
US Population Librarians
1Myers (2003); 2Scherdin (1994)
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Temperaments
12%
14%
16%
18%
20%
NF NT SF SP
Idealists Rationals Guardians Artisans
0%
2%
4%
6%
8%
10%
INFJ INFP ENFP ENFJ INTJ INTP ENTP ENTJ ISTJ ISFJ ESTJ ESFJ ISTP ISFP ESTP ESFP
US Population Librarians
1Myers (2003); 2Scherdin (1994)
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Poll
What is your temperament?
�NF : Idealist
NT : Rational�NT : Rational
�SJ : Guardian
�SP : Artisan
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Temperaments
25%
30%
35%
40%
45%
50%
0%
5%
10%
15%
20%
25%
Idealists Rationals Guardians Artisans
US Population Librarians
1Myers (2003); 2Scherdin (1994)
NF NT SF SP
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NF : Idealists
25%
30%
35%
40%
45%
50%
0%
5%
10%
15%
20%
25%
Idealists Rationals Guardians Artisans
US Population Librarians
1Myers (2003); 2Scherdin (1994)
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NF : Idealists
30%
35%
40%
45%
50%
US Population
Librarians
0%
5%
10%
15%
20%
25%
30%
NF
Librarians
Leaders
Academic Librarians
Higher Education Administrators
1Myers (2003); 2Scherdin (1994); 3Fleenor (1997); 4Scherdin (2002)
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Embrace your NF Leadership Style
� Idealists tend to:
� See possibilities in people and institutions
� Communicate approval with ease
� Demonstrate diplomacy
� Build and then leverage relationships� Build and then leverage relationships
� Connect people with each other and with causes
� Motivate with inspirational speeches and images
� Believe in and act in accord with values
� Want everyone to get along
� Work to understand themselves
Myers (1998); Rutledge (2008); Tieger (1995)
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Beware Your NF Non-Preferences
� Idealists might not naturally:
� See the positive in conflict
� Give criticism directly
� Encourage opposing viewpoints
� Make decisions with current facts and realities� Make decisions with current facts and realities
� Depersonalize
� Let go of guilt
� Understand that work friendships are optional
Myers (1998); Rutledge (2008); Tieger (1995)
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NT : Rationals
25%
30%
35%
40%
45%
50%
0%
5%
10%
15%
20%
25%
Idealists Rationals Guardians Artisans
US Population Librarians
1Myers (2003); 2Scherdin (1994)
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NT : Rationals
30%
35%
40%
45%
50%
US Population
Librarians
0%
5%
10%
15%
20%
25%
30%
NT
Librarians
Leaders
Academic Librarians
Higher Education Administrators
1Myers (2003); 2Scherdin (1994); 3Fleenor (1997); 4Scherdin (2002)
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� Rationals tend to:
� Strategize for the future
� Solve problems with creativity
� See and understand interconnections
� Make decisions objectively
Embrace your NT Leadership Style
� Make decisions objectively
� Embrace conflict as positive
� Push for continuous improvement
� Value competence in themselves and others
� Motivate themselves with personal challenges
Myers (1998); Rutledge (2008); Tieger (1995)
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Beware Your NT Non-Preferences
� Rationals may not naturally:
� Embrace simplicity
� Consider the day-to-day and current facts
� Consider feelings of others
� Praise first; critique second� Praise first; critique second
� Have patience for others’ competency checklist
� Shake off self-doubt
� Honor authority and follow rules
Myers (1998); Rutledge (2008); Tieger (1995)
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SJ : Guardians
25%
30%
35%
40%
45%
50%
0%
5%
10%
15%
20%
25%
Idealists Rationals Guardians Artisans
US Population Librarians
1Myers (2003); 2Scherdin (1994)
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SJ : Guardians
30%
35%
40%
45%
50%
US Population
Librarians
0%
5%
10%
15%
20%
25%
30%
SJ
Librarians
Leaders
Academic Librarians
Higher Education Administrators
1Myers (2003); 2Scherdin (1994); 3Fleenor (1997); 4Scherdin (2002)
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Embrace your SJ Leadership Style
� Guardians tend to:
� Excel in logistics
� Create and operate within rules and structure
� Stay on schedule
� Be efficient and reliable� Be efficient and reliable
� Stabilize the organization
� Be decisive and realistic
� Respect authority
� Embrace institutional mission and values
Myers (1998); Rutledge (2008); Tieger (1995)
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Beware Your SJ Non-Preferences
� Guardians might not naturally:
� Anticipate and plan for the future
� Modify rules and schedules
� Praise job performance of others
� Give overviews� Give overviews
� Notice complexity
� Explain decisions beyond “because I said so”
� Appreciate the value of change
Myers (1998); Rutledge (2008); Tieger (1995)
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SP : Artisans
25%
30%
35%
40%
45%
50%
0%
5%
10%
15%
20%
25%
Idealists Rationals Guardians Artisans
US Population Librarians
1Myers (2003); 2Scherdin (1994)
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SP : Artisans
30%
35%
40%
45%
50%
US Population
Librarians
0%
5%
10%
15%
20%
25%
30%
SP
Librarians
Leaders
Academic Librarians
Higher Education Administrators
1Myers (2003); 2Scherdin (1994); 3Fleenor (1997); 4Scherdin (2002)
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Embrace your SP Leadership Style
� Artisans tend to:
� Embrace change
� Be realistic and practical
� Perform well under pressure
� Solve problems with creativity and immediacy� Solve problems with creativity and immediacy
� Take risks in dealing with problems
� Value adaptability
� Excel at short-range projects
� Not worry
Myers (1998); Rutledge (2008); Tieger (1995)
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Beware Your SP Non-Preferences
� Artisans may might not naturally:
� Finish projects
� Keep commitments
� Envision long-term goals
� Consider the future and the past� Consider the future and the past
� Consider consequences
� Follow procedures and rules
� Demonstrate consistency
� Help keep the workplace free of crises
Myers (1998); Rutledge (2008); Tieger (1995)
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Gardner’s 9 Tasks of Leadership
1. envisioning goals
2. affirming values
3. motivating
4. managing
5. achieving a workable level of unity5. achieving a workable level of unity
6. explaining
7. serving as a symbol
8. representing the group externally
9. renewing
Gardner (1990)
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Importance of the Functions
Perceiving FunctionThe way we take in information and the kind
of information we like and trustSS NN
Judging FunctionThe way we make decisionsTT FF
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Importance of the Functions
Perceiving FunctionThe way we take in information and the kind
of information we like and trustSS NN
Judging FunctionThe way we make decisionsTT FF
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Decision-Making Model
SS NN
TT FF
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Final Tips
� Not everything can be explained by personality.
� Changing your behavior is easier said than done.
� Learn about yourself before you apply it to others.
� You can make educated guesses about others, but � You can make educated guesses about others, but never rule out that you might be wrong.
� Don’t use type to blame others.
� Type can explain, but it doesn’t excuse behavior.
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Next Steps
� Take the MBTI® if you haven’t already
� Analyze your leadership tasks.
Practice Sensing, iNtuiting, Thinking, and Feeling.� Practice Sensing, iNtuiting, Thinking, and Feeling.
� If you prefer extraversion, explain what you learned to someone else.
� If you prefer introversion, read any of the many books and articles about the MBTI®.
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Works Cited
Fleener, J. W. (1997). The relationship between the MBTI and measures of personality and performance in management groups. in Fitzgerald, C. & Kirby, L.K. (Eds.), Developing leaders: Research and applications in psychological type and leadership development. Palo Alto, CA : Davies-Black Publishing.
Gardner, J.W. (1990). On leadership. NY : Free Press.
Myers, I.B. (1998) Introduction to type®. (6th ed.). Mountain View, CA : CPP.
Myers, I.B., McCaulley, M.H., Quenk, N.L. & Hammer, A.L. (2003). MBTI®Manual: A Myers, I.B., McCaulley, M.H., Quenk, N.L. & Hammer, A.L. (2003). MBTI®Manual: A guide to the development and use of the Myers-Briggs Type Indicator Instrument®.(3rd ed.). Mountain View, CA : CPP.
Rutledge, H. (2008). The four temperaments workbook. Fairfax, VA : OKA.
Scherdin, M.J. (Ed.) (1994). Discovering librarians: Profiles of a profession. Chicago : ACRL.
Scherdin, M.J. (2002). How well do we fit? Librarians and faculty in the academic setting. portal. 2(2). 237-253.
Tieger, P.D. & Barron-Tieger, B. (1995). Do what you are: discover the perfect career for you through the secrets of personality type. (3rd ed.). NY : Little, Brown.
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Recap
� Basics of the MBTI®
� MBTI® Dichotomies
� Personality Types and Librarians
� Temperaments � Temperaments
� Leadership preferences
� Leadership non-preferences
� Functions & Decision Making
� Next Steps
� Questions & Answers
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JENNIFER KEACH
Library Leadership and the Myers-Briggs Type Indicator®
JENNIFER KEACHCERTIFIED MBTI® FACILITATOR
DIRECTOR OF DIGITAL SERVICES
L IBRARIES & EDUCATIONAL TECHNOLOGIES
JAMES MADISON UNIVERSITY