Applying Traits Theory of Leadership to Project Management

Organizations have long used personality tests to identify the skill potentials of employees. Some have administered such tests to place personnel in positions that match and challenge their potentials. This article examines which Myers-Briggs Type Indicator (MBTI) personality types align closely with project management roles. It explores studies on leadership traits, theories inspired by these studies, and research on the personality traits of competent project managers. The six competency units from PMI’s Project Manager Competency Development (PMCD) framework were used to determine which MBTI types align with project management responsibilities.

PMI Article Reference Source Links :

https://www.pmi.org/learning/library/leadership-project-management-myers-briggs-5641

https://www.pmi.org/learning/library/avoiding-mistakes-team-acquisition-mbti-7544

MBTI and Project Management

The Myers-Briggs Type Indicator (MBTI) personality inventory, based on C. G. Jung’s theory of psychological types, provides insights into individual preferences in perception and judgment. Developed by Isabel Briggs Myers and Katharine Cook Briggs, the MBTI helps identify strengths, developmental areas, and work styles suited to an individual’s type. It is widely used in organizations to improve leadership, interpersonal relationships, and team productivity. The MBTI categorizes individuals based on four dichotomies:

• E or I: Extroversion vs. Introversion (focus of attention)
• S or N: Sensing vs. Intuition (information gathering)
• T or F: Thinking vs. Feeling (decision-making)
• J or P: Judging vs. Perceiving (interaction with the external world)

MBTI Types and Project Management Functions

• ISTJ: Reliable, logical, and detail-oriented, ideal for structured and routine tasks.
• ISFJ: Loyal and harmonious, adept at creating organized work environments.
• INFJ: Visionary and empathetic, focused on serving the common good.
• INTJ: Strategic and independent, excellent at long-term planning.
• ISTP: Analytical and efficient, skilled at troubleshooting.
• ISFP: Adaptable and kind, prefers personal space and conflict-free environments.
• INFP: Idealistic and adaptable, excels at understanding others’ potentials.
• INTP: Theoretical and abstract, capable of solving complex problems.
• ESTP: Energetic and pragmatic, results-oriented problem solvers.
• ESFP: Outgoing and cooperative, thrives in dynamic group settings.
• ENFP: Imaginative and enthusiastic, excels at connecting ideas and people.
• ENTP: Resourceful and strategic, driven by intellectual challenges.
• ESTJ: Organized and decisive, skilled at implementing efficient systems.
• ESFJ: Conscientious and loyal, focused on fostering harmony.
• ENFJ: Inspiring and empathetic, excels at nurturing group growth.
• ENTJ: Decisive and goal-oriented, natural leaders for large-scale initiatives.

Human Resources in Project Management

The PMBOK® Guide outlines four key processes in human resource management:

1. Human Resources Planning: Identifying roles, responsibilities, and reporting structures.
2. Acquire Project Team: Securing necessary human resources for project completion.
3. Develop Project Team: Enhancing team competencies and dynamics.
4. Manage Project Team: Monitoring performance, providing feedback, and resolving conflicts.

Effective staff acquisition involves aligning individuals’ MBTI preferences with project functions to enhance motivation, minimize turnover, and reduce conflicts.

Team Spirit in Projects

Teams provide opportunities for greater involvement and collaboration, but their effectiveness depends on maintaining the vision and avoiding delays. Successful project teams balance task completion with harmonious group processes. Suggested roles for project managers include intuitive team leaders, intellectual leaders, and task-driven managers.

Analysis of MBTI and Project Management Functions Based on PMI’s Article

PMI’s article provides an insightful connection between MBTI personality types and their potential roles in project management environments. It highlights how understanding personality traits can enhance workplace dynamics, leadership, and team performance. Below is an analysis of the key points and implications.

Key Themes Across MBTI Types

1. Workplace Contribution
   • Each MBTI type contributes uniquely to organizational goals, whether through visionary insights, practical problem-solving, or harmonious collaboration.
   • Introverts often focus on quiet, detail-oriented tasks, while extroverts energize and motivate others.
2. Pathway to Professional Growth
   • Growth often requires stepping out of comfort zones. For example, introverted types may need to develop interpersonal communication skills, while extroverted types might focus on patience and long-term commitment.
3. Leadership Qualities
   • Leadership styles vary significantly, ranging from task-driven, detail-oriented approaches (e.g., ISTJ, ESTJ) to visionary and relationship-focused strategies (e.g., INFJ, ENFJ).
4. Team Spirit
   • Attitudes toward teamwork range from collaborative enthusiasm (e.g., ENFP, ESFP) to a preference for independent work with minimal team interactions (e.g., ISTP, INTP).
5. Suggested Project Management Roles
   • Roles are aligned with natural strengths. Analytical and detail-oriented types excel in financial or technical roles, while creative and intuitive types thrive in visionary leadership positions.

Detailed Analysis for few Types

ISTJ: The Duty Fulfiller

• Strengths: Orderliness, reliability, and adherence to tradition.
• Challenges: Adapting to change and unconventional ideas.
• PM Roles: Best suited for structured, rule-driven tasks like financial control and technical problem-solving.

INFJ: The Visionary

• Strengths: Inspiration, focus on values, and long-term vision.
• Challenges: Serious demeanor may obscure enthusiasm, requiring better outward communication.
• PM Roles: Excellent for guiding complex, human-centric projects requiring vision and care.

ENTP: The Innovator

• Strengths: Dynamic problem-solving and ability to challenge the status quo.
• Challenges: Tendency to lose interest before completing tasks.
• PM Roles: Ideal for change management and conflict resolution, especially when fresh perspectives are needed.

ESFP: The Enthusiast

• Strengths: High energy, motivating teams, and adaptability.
• Challenges: Facing negative or stressful situations.
• PM Roles: Great for managing diverse teams and energizing group efforts.

INTJ: The Strategist

• Strengths: Visionary thinking, strategic clarity, and focus on improvement.
• Challenges: Overlooking operational details and human factors.
• PM Roles: Effective in strategic problem-solving and guiding organizations through uncertainty.

Broader Insights

Role of MBTI in Project Management

PMI emphasizes that aligning roles with personality types reduces turnover, boosts motivation, and fosters a cohesive team environment. For instance:

• Introverts: Thrive in roles requiring deep focus and individual contribution.
• Extroverts: Excel in motivating teams and driving collaboration.

Leadership Diversity

No single type dominates leadership success. Instead, diverse leadership styles, from task-driven (ESTJ) to value-driven (INFJ), bring balance and adaptability to project teams.

Teamwork Dynamics

While some types (e.g., ENFP, ESFJ) thrive in collaborative settings, others (e.g., ISTP, INTP) prefer minimal interaction. This underscores the importance of designing teams that accommodate these preferences.

Conclusion and Application

PMI’s analysis reinforces the value of integrating psychological insights into human resource selection and project team design. A few actionable takeaways include:

1. Tailored Roles: Match tasks and responsibilities to individual strengths.
2. Growth Opportunities: Foster development by encouraging individuals to address their natural challenges.
3. Team Composition: Build teams with complementary strengths to maximize efficiency and innovation.

Ultimately, while MBTI provides a useful framework, it is one of many tools that can enhance project success through thoughtful human resource alignment. According to the PMI article, each MBTI type has certain strengths and weaknesses that are well-suited to certain project management functions. For example, ISTJs are well-suited to financial work, controlling, and technical problem solving because they are detail-oriented and organized. ENFJs, on the other hand, are well-suited to team motivation and conflict resolution because they are enthusiastic and inspiring.  

The PMI article also suggests that the MBTI can be used to help reduce project turnover by selecting team members who are well-suited to the project’s requirements. By understanding the MBTI preferences of each team member, project managers can create a more harmonious and productive work environment.

Here are some additional points from the PMI article:

• The MBTI is not a pitch perfect tool for project management, and other factors should also be considered when selecting team members.
• There is no “better” or “worse” MBTI type. All types have strengths and weaknesses.  
• The MBTI can be a helpful tool for understanding yourself and others, and for improving communication and teamwork.  

Overall, the PMI article suggests that the MBTI can be a valuable tool for project managers who are looking to improve their team selection and development processes.