Myers-Briggs Personality Type Indicator

Myers-Briggs Personality Type Indicator

Self-Awareness

My personal identity according to the Myers-Briggs four letter code is INTJ. I for Introverted (due to the focus on internal processing rather than external stimuli). N for Intuition (as the primary way of processing information). T for Thinking (in decision-making and problem-solving). J for Judging (due to a preference for structure and planning). This is because I am analytical, strategic, future-oriented, and prefer organized systems. Based on the four-letter code, my car model would be as follows: Driver (Dominant Function): Introverted Intuition (Ni). Co-Driver (Auxiliary Function): Extraverted Thinking (Te). Supporting Passengers (Tertiary and Inferior Functions): Introverted Feeling (Fi) and Extraverted sensing (Se).

Leadership Style

My leadership style is often deliberate, analytical, and forward-thinking. Social role theory posits that individuals behave in ways that align with the expectations of their gender roles in society. This theory suggests that societal expectations and norms shape the behaviors, attitudes, and traits associated with each gender. In the context of leadership, social role theory suggests that women leaders may exhibit more “feminine” traits such as empathy, collaboration, and nurturing, which are traditionally associated with their gender role. On the other hand, men may exhibit more “masculine” traits such as assertiveness, competitiveness, and independence. The Myers-Briggs Personality Type (MBTI) is a self-report questionnaire designed to identify individuals’ personality types based on four dichotomies: extraversion/introversion, sensing/intuition, thinking/feeling, and judging/perceiving.

1. Extraversion/Introversion: This dichotomy might relate to how a leader interacts with their team. An extraverted female leader might be more collaborative and open, while an introverted female leader might be more reserved and reflective.

 

2. Sensing/Intuition: This could relate to how a leader makes decisions. A sensing female leader might rely on concrete facts and details, while an intuitive leader might rely more on patterns and possibilities.

 

3. Thinking/Feeling: This dichotomy might relate to how a leader makes decisions. A thinking female leader might make decisions based on logic and objective analysis, while a feeling leader might make decisions based on personal values and the impact on others.

 

4. Judging/Perceiving: This could relate to how a leader organizes their world. A judging female leader might prefer structure and planning, while a perceiving leader might prefer flexibility and spontaneity.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

. Myers-Briggs Personality Type Indicator

Based on the knowledge gathered from completing the MBTI inventory, readings, and professional experience, there are some essential competencies that are required in an educational leader. I believe thinking, which falls under the four scales of Myers-Briggs, is one of the requirements for a leader. Thinking significantly helps in decision-making and problem-solving. Making decisions is an essential aspect of leadership in schools. This is especially crucial in times of crisis when the school community relies on leaders’ direction. Good school leaders assess a problem and weigh the potential ramifications of each decision before making the most appropriate decision (Bush, 2020). Problem-solving, which is facilitated by thinking, is key in dealing with various issues that might occur in the school setting. Good school leaders can predict looming matters. They stay calm and concentrate on finding the best answers when challenges arise. Extraversion is also an important trait. A school leader must be visible and ready to interact socially with students, staff members, teachers, and parents. An extroverted leader is much more approachable and can tackle students’ issues better than an introverted leader (Leithwood & Hopkins, 2020).

Another core competency for an educational leader is effective communication skills. Educational leaders communicate with various people within the educational setting. Effective communication involves modifying their language and choosing the most effective mode of communication for each occasion (Bush, 2020). It also necessitates openness and the capacity to listen to those they contact with. Creating an open communication culture can contribute to developing a trusting and respectful atmosphere (Bush, 2020).

Organization is another key competency for school leaders. School leaders usually manage voluminous information. Therefore, the ability to operate organizationally and keep track of their tasks is crucial. Teamwork is also essential for educational leaders. Teamwork is vital for school leaders since they rely on their staff to fulfill their objectives. Furthermore, educational leaders need to be emotionally intelligent. This is vital for school leaders because they regularly deal with a wide spectrum of emotions. School bodies are complicated social systems comprised of individuals from varied backgrounds, and instructors and students are frequently under pressure. Emotional intelligence allows school leaders to manage the school system better (Day & Gorgen, 2020). Emotional intelligence also enables school leaders to regulate their emotions and behave productively under challenging circumstances. Lastly, school leaders need to be analytical and creative. A person who possesses both analytical and creative thinking abilities is capable of presenting novel and inventive ideas.

Among the competencies highlighted, I possess thinking, organization, emotional intelligence, teamwork, analytical, and creativity skills. However, I need to develop my communication skills. I understand that effective communication skills enable leaders to clearly convey their ideas, inspiring and empowering others. Effective communication is critical to leadership effectiveness because it fosters rapport, trust, and inspires collaboration toward a common objective (Bush, 2020). I also need to be more sociable (extroverted). According to Bush (2020), successful school leadership requires fostering positive relationships with all school community members. When school leaders develop a positive relationship with the school staff and students, they can effectively express expectations and give assistance.

 

 

 

 

 

Reference

Bush, T. (2020). Theories of educational leadership and management.  Theories of Educational Leadership and Management, 1-208.

Day, C., Sammons, P., & Gorgen, K. (2020). Successful School Leadership.  Education development trust.

Leithwood, K., Harris, A., & Hopkins, D. (2020). Seven strong claims about successful school leadership revisited.  School leadership & management40(1), 5-22.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Myers-Briggs Personality Type Indicator

After reviewing the higher education leadership standards and competencies relevant to my career, my MBTI inventory results, and my identified leadership skills, there are some areas in which I need the most support to meet the standards. One such area is effective communication and collaboration. Effective communication fosters a positive learning environment where personnel can adapt and welcome change. Increased proficiency in all aspects of communication reduces the fear associated with difficult talks. Trust is vital for developing positive relationships among stakeholders. Collaboration is equally essential for an educational leader. According to Bush (2020), to promote diversity, educational leaders should engage in collaborative efforts and foster cooperation to enhance support and understanding of both students and staff. Effective leaders can collaborate with academics, staff, and administration to find creative ways to address equality and inclusivity issues. Successful educational leaders must have the ability to collaborate across departments and fulfill the requirements of a diverse student body (Ruben et al., 2023). It is important to note that effective communication and collaboration are essential to developing, advocating, and enacting a shared mission and key values of high-quality education and academic success and each student’s well-being.

I also need to improve my problem-solving skills, which is essential to strategic planning. In most cases, school leaders are required to strategically develop, implement, and assess actions to achieve the school’s vision and objectives. According to Kutsyuruba et al. (2021), members of a strategic plan team must be problem solvers who can analyze many aspects of the organization. Their findings and potential remedies must be shared with all relevant parties. I also need to work on my critical thinking skills. Critical thinking is a core skill for educational leaders. Kutsyuruba et al. (2021) note that critical thinking skills are essential in any professional setting, but they are especially crucial in the field of education.

In addition, I need to improve my organizational management skills. School leaders are responsible for redesigning their organizations to guarantee that circumstances facilitate rather than impede teaching and learning (Ruben et al., 2023). Organizational management involves managing resources efficiently, including budgeting and personnel, and creating a positive school culture and environment.

I can enroll in a professional development program to enhance my knowledge and skills to reach my improvement goals. This includes workshops and conferences focusing on standards and competencies I aim to improve. I can also seek direction from experienced school leaders and learn from their experiences and insights. Lastly, I can engage with peers who may share experiences and insights that can broaden my perspective.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Bush, T. (2020). Theories of educational leadership and management.  Theories of Educational Leadership and Management, 1-208.

Kutsyuruba, B., Cherkowski, S., & Walker, K. D. (2021).  Leadership for flourishing in educational contexts. Canadian Scholars’ Press.

Ruben, B. D., De Lisi, R., & Gigliotti, R. A. (2023).  A guide for leaders in higher education: Concepts, competencies, and tools. Taylor & Francis.

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