Discuss about the Organizational Behavior for Myers Briggs Model.
There are four theories which need to be followed by a leader for the better management of his/her team and accomplishment of goals and objectives effectively. Here four theories are described such as Myers Briggs model, which is also called as MBTI model, costa and McCrae big 5 personality traits, McClelland needs analysis and at last Thomas-kilmann conflict mode instrument has been described respectively.
This theory has been propounded by Isabel Briggs Myers and her mother Katherine Briggs. It helps the people in choosing their career, developing leadership skills, improving relationships between people. It provides that how people will relate to other and how their leadership style would be affected. This theory is also known as MBTI model (Wyman, 2001).
According to MBTI model a leader can be classified into four types:
On the basis of mind the leader can be classified into following:
Extrovert (E): is the leader which is usually admired to the external environment. They consider places, people and activities that are happening in outside world.
Introverted (I): is usually admired to his/her own internal world. These kinds of leaders usually make decisions from their level of knowledge, information and perceptions (Schnell, 2009).
On the basis of energy leader can be differentiated into:
Sensing (S): when a leader believes on the information which he/she has received directly from an external environment which is tangible, clear, and which matches with the experience of the leader.
Intuition (N): it is when a leader believes on the information which he has received either from the internal environment or his/her imaginative world. It is usually those information which is based on concepts, abstract or imaginations of possible outcomes in future.
On the basis of nature leader can be differentiated into:
Thinking (T): when a leader takes decision while considering his logic it is called as thinking leader. They usually make decisions in an analytical, objective and logical manner in which the task should be completed.
Feeling (F): when a leader makes decision based on his/her emotions, he is called as feeling leader. In this decisions are taken while considering the effect on other people.
On the basis of tactics a leader can be understood as:
Judging (J): it is that leader which constructs all his activities and events according to his/her plans. They follow a rigid style of taking decisions. They are highly organized
Perceiving (P): is the one leader which considers alternative options also. They adopt a flexible style of taking decisions.
By MBTI model sixteen personalities can be defined those are: ESTJ( efficient drivers), ISTJ(responsible executors), ENTJ(strategic directors), INTJ(visionary strategists), ESTP(dynamic mavericks), ISTP(pramatics), ENTP(explorers and innovative), INTP(analyzers), ESFJ (committed builders),, ISFJ(responsible executors), ENFJ(engaging mobilizers), INFJ(motivator), ESFP(improvisers and enthusiastic), ISFP(custodians), ENFP(catalysts and impassioned), INFP(inspires crusaders) (Bosse, Geller & Jonker, 2011).
The MBTI model is necessary for a leader because it tells about team development which speaks about how communication can be done easily with its team, defining the action plans to be taken. Leadership development which tells about the personality type of the leader, as it will help the team and individual performance. Conflict management describes that how the conflict would be resolved. It also speaks about how stress management can be done that is identifying strategies to manage stress. Apart from all this it also tells about the career an individual should choose, or in case of a leader what type of team or organization to be worked under (Zaphiris & Loannou, 2015).
Action plan
According to MBTI model one leadership style cannot be followed, rather the styles should be changed according to the situation and employees dedication to the work. Using SMART analysis the model to be followed will differ according to the situation that is if the employees are mature and highly skilled the style should be INTP, whereas if the followers are very dumb, has a laid back attitude, style should be ENTJ. Hence it should be changed according to the situation (Robbins, Judge, Odendaal & Roodt, 2009).
According to Digman and Inouye, if the rating scale is used in large numbers, then a personality can be classified into four categories that are Neuroticism (N), Agreeableness (A), Extraversion (E), conscientiousness(C), Openness to experience (O). This model is also called as big five personality traits, and five factor model (McCrae & John).
Openness to experience leaders accepts art, adventure, emotion, variety of experiences. They give preference to curiosity, creativity, and imagination. They are highly independent and flexible; they give personal preference and choice over strict rules. If the leader has high openness he will be perceived as focus less and the one which is unpredictable, apart from that they are either pursuing or have pursued self actualization by experiences. Whereas leader who are low in openness are preserved, pragmatic, and close minded (The big five personality test).
Conscientiousness: the leaders who have high in conscientiousness are effective and organized. They are highly disciplined, and act according to the rules and regulations, they are highly goal oriented, and follow a proper procedure of doing the work rather than doing it spontaneously. Whereas the one who are low in conscientiousness are have characteristics of easy going or lay back attitude or they are careless towards their work, they act like spontaneously.
Extraversion: the leaders which are high in extroversion are highly energetic. They perceive qualities of talkativeness and outgoing. They are usually attention seekers and dominating one. Whereas in case of leaders who are low in extraversion, perceives reserved nature and act immediately rather than following an exact sequence of protocols.
Agreeableness: the leaders who posses high agreeableness are friendly, compassionate as compare to those who are low in agreeableness. The leaders having high in agreeableness have fear and anxiety sometimes they are in a situation of illusion. Whereas the leaders having low in agreeableness are not easily convinced, they are often competitive and challenging which can also be perceived as untrustworthy (Zaidi, Wajid, Zaidi, Zaidi, Zaidi, 2012).
Neuroticism: the leaders who are high in neuroticism they are sensitive or nervous to their work, whereas the leader who are low in neuroticism they are secure and confident towards their team and work. The aptness where a leader consist of high stability and a calm personality, whereas leaders low in neuroticism are considered as reactive or exciting personality, they can be perceived as highly insecure and sometimes unstable (John & Shrivastava).
According to big five personality traits as these are called as traits and cannot be changed as they are inherited of it and an individual would be keen to that trait, and may be they would also be no aware of that this can be critics or an advantage to them. Although by working on it these traits cannot be changed completely but can be advantageous to some extent. According to SMART analysis a leader should make his/her team after analyzing the personality traits of his/her team members, after understanding traits, a match should be done that is called as personality fit and organizational fit, and if there are differences that should be noted down that to what extent they can affect the organizational performance. After such analysis pairing of employees who belongs to same personality traits are grouped together to make harmony in the organization (Gallego & Prado, 2013).
This theory is also known as need theory. The theory was propounded by psychologist David McClelland. This theory explains that how a leader’s need can affect its team members and their actions in managerial aspect. This theory has been propounded by the Maslow’s need hierarchy theory in 1940s. According to Maslow’s needs which motivate an individual are basic needs, security needs, belonging needs, self esteem needs and self actualization need (Barden, 2000). Whereas according to McClelland there are basically three needs which motivate an individual are as follows:
Need for achievement: it is often quoted as n-ach. This is a characteristic of an individual who is very goal oriented, they usually take challenging task that is if there is a risk in achieving the goal then only they will accomplish such work, apart from that these kind of leaders like to get appraisal from others such as their colleagues or their team members, because of such traits they also likes to accomplish work alone (Motivation & its theories).
Need for affiliation: it is often quoted as n-affil. Leader who posses such needs like to work in a group, they often take only those decisions those are favored by the team. Apart from that they want a positive competition and because of such attitude they like to take that work which consists of lesser risk and uncertainty (Shanks).
Need for power: it is often quoted as n-pow. This kind of leader wants to take control over others such as his/her team members, they wishes to win argument, enjoy competition and winning too. The leaders who posses such needs also enjoy status and recognition (Royale & Hall, 2012).
This theory describes about how his needs of motivation will affect the choice of goals, reward and his/her team members. McClelland uses a test called TAT which is Thematic Apperception Test, which measures the different needs of different people. It is test in which some ambiguous pictures are shown to an individual, and how he/she describes that particular picture shown his needs of motivation (Cole, 2004).
There should be balance of all three needs; however there can be other motivational needs too. Implying SMART model a leader who belongs to top management must possess high in need of power and low in need for affiliation. However need for achievement is also required by a manager, but in case of top management this need does not have an important role (Ondabu, 2014).
This theory was propounded by ken Thomas and Ralph kilmann. This theory is inspired from managerial grid model which is used to resolve conflict effectively and quickly. This is a complex theory which is used in case of a conflict situation; hence it can be used and implemented at any part of the organization. This theory describes that how outcome and energy can be affected in order to resolve a conflict. The theory describes the behavior of an individual in respect of an outcome. If two people are conflicting to each other, then the theory describes in such situation that how an individual will react to other that is either he/she will be assertive or cooperativeness. Here assertiveness means to what extent that individual will accomplish his/her needs (NHS north east leadership academy, 2016). Whereas cooperativeness means the extent to which an individual gives the other person priority over other concerns. These two dimensions are used to define five methods of conflict cases that are as follows:
Competing: in this situation the leader is not ready to change his/her position; it is perceived that his/her opinions are right, that is they perceive themselves as right always or the leader wants to stay in an uncooperative situation. Here the leader wishes that his power to be ruled over the team.
Collaborating: that means a problem solving nature. In this situation a leader wants to work collaboratively with his/her team. In this case of situation all the decisions are taken by having mutual agreement. This is the situation which can be matched with assertive and cooperative, which is just opposite to avoiding.
Compromising: in this situation sharing is given priority. Here a quick solution can be drawn by having mutual coordination of all the team members and with leader. This situation is related to assertiveness and cooperativeness. The basic motive of a leader in such situation is to arrive at a solution which satisfies both the conflicting parties. That is the middle path of two opposite ways. It does not mean that the leader will do an in depth analysis of a situation as in case of collaborating nor he avoids the situation like in avoiding. It can be understood as a finding out the difference and reaching out the middle way.
Avoiding: here withdrawal is given as priority. In this situation a leader does not want to discuss about the goal and topic. That means whatever the team member wishes; it will not affect the leader at all. It is the situation where the leader is somehow uncooperative or unassertive. Here the leader does not response to the conflict. Avoiding can be done by a leader by postponing the case until and unless a better time comes according to the leader or simply he take back his steps from a situation (Thomas & Kilman)
Accommodating: in this case smoothing is done that is in a situation like accommodating the leader agrees to the points given by his/her team members. It is the situation where a leader is cooperative or unassertive, that is just opposite to competitive. In this type of situation a leader usually neglects his/her opinion just to accomplish other concerns, that is the leader self sacrifices his/her desires for other’s wishes. The nature of a leader in such type of situation is generous, charitable, kind.
As after going through the analysis it can be said that each situation has its own strength and weakness, as it all depends upon the team members and their respective situation. It describes the ability of a leader should posses to resolve a conflict according to his traits (Thomas & Kilmann, 2010).
The action plans of a leader differ according to the situation of conflict. Using SMART analysis style should be differed according to the situation like in case of competing situation quick decisions are necessary on the issues which needs to be resolved quickly. While in case of collaborating situation the nature of leader must be of problem solving nature where the motive is to learn and test his/her assumptions with the team. In case of compromising situation sharing should be promoted that is when two components are in conflict and both have the same power and authority then in such situation through sharing temporary justice can be done. While in case of avoiding the leader does not give any importance to his/her subordinates. Whereas in case of accommodating smoothing is promoted that is other’s opinion plays a more important role over the leader (Rees)
Conclusion
Hence after analysis a conclusion can be drawn that all the theories are relevant and needs to be studied for an effective management and betterment of the team as well as the organization as a whole. An exact action plan can be drawn as it depends on the personal traits of the leader as well as the situation in which he is leading. Hence it can be said that before having a team or having a leader, there should be proper match done between the traits of the leaders as well as the managers. Apart from that a leader will only be able to lead his team properly if he/she is able to change his/her leadership style according to the situation demands.
References
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Cole,G.(2004). Management theory and practice, edition 6th, south western Cengage learning, London
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Motivation & its theories. Lesson 20. Retrieved by https://managementconsultingcourses.com/Lesson20Motivation&ItsTheories.pdf
NHS north east leadership academy.(2016). Thomas-kilmann conflict style questionnaire
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