leadership style is characterized as individualistic with creative, idealistic,
and insightful perspectives. INFJs are masterful at facilitating an
understanding of an organization's vision and gaining interpersonal commitments
toward fulfillment of that vision. Their zeal for any given leadership
situation is related to the core values embedded in their personal
mission. Confident that their vision and mission is important, INFJs will
invest whatever energy is necessary to encourage, support, and organize efforts
related to the vision. Often more concerned about the congruence of
mission and values than with identifying concrete and realistic objectives,
their strength, which is in building relationships of commitment toward a
vision, may become a weakness if they are perceived as unrealistic about the
challenges that must be met to actualize a plan.
Guide to the 16 Personality Types in Organizations,
been no Idealist Presidents. Why this should be so is open to many
explanations, of which the most likely concerns the matter of power. The
political arena is above all a place of power, and Idealists find the pursuit of
power inimical to what they see as their mission in life: personal
fulfillment and the fulfillment of persons. When they see power they do
not covet it, when they have the opportunity they do not seek it, when it is
offered them they will not accept it. Even so, there are famous Idealists
whose presence and whose work (in the case of the Idealist it is often hard to
separate the two) were quite effective and at times almost messianic.
Temperament, by Ray
Choiniere & David Keirsey
Compassionate Visionary Leaders, INFJs prefer to
for developing human potential
on interpersonal relationships
and validate others
hard to create harmonious and functional work groups
using power and authority
and cooperate rather than command
What's Your Type of Career?: Unlock the Secrets of Your Personality to Find Your Perfect Career Path
by Donna Dunning
business world has shifted toward viewing effective leadership in the
twenty-first century as highly interpersonal, relational, collaborative -- in
other words, people-oriented. Interestingly, it was a woman, Mary Parker
Follett, who, in 1924, came up with the ideas that are gaining currency today.
In a Wellesley College Center for Research on Women study titled "Inside
Women's Power," Follett is credited with putting forward "the virtues
of collaboration, coordination, sharing power and information, all of which are
part of the current people-oriented, participatory approach to leadership."
able to show flexibility, to change with circumstances while continuing to move
toward their larger vision. They do it by looking for opportunity and
avoiding distraction. Eleanor Roosevelt counseled patience and courage, offering the
perfect approach for adjusting personal vision as one's status or situation
changes. "We do not have to become heroes overnight," she wrote,
"Just a step at a time, meeting each thing that comes up, seeing it is not
as dreadful as it appears, discovering that we have the strength to stare it
down." Eleanor's powerful sense of responsibility propelled her to go
a step further. "You must do the thing you think you cannot do,"
Eleanor wrote with conviction born from a lifetime of experience.
built personal connections, learning how to get others to help, support, and
work with her. She did it by
showing genuine enthusiasm and asking to work with people she particularly liked
and respected. She "showed
up," shuttling from work sessions to meetings to late night gatherings so
that she had many opportunities to meet new people and let them get to know her.
She joined organizations and actively expanded her circle of contacts
until she had a powerful network to assist her in her political battles.
Eleanor Roosevelt a great leader? She exemplified the qualities of
leadership that scholars have identified as crucial. First of all, she
responded to people's fundamental wants and needs -- especially those who are
disadvantaged. Second, because she was innovative and creative in her
ideas about how we can improve not only our own lives but also those around us.
Third, because she knew that to fight for grand but controversial principles
meant that inevitably one comes into conflict with others, and she never shrank
from a grand fight for principle. But above all -- she was an outstanding
leader because of her ethical standards and her values: She believed in
ethical conduct both in public and private life and she believed in the great
principles that have guided America from the start (summed up in the glowing
words of the Declaration of Independence, "life, liberty and the pursuit of
happiness" and its commitment to equality).
do your best to make others see your point of view," she wrote, "but
if you cannot win them over, you still must go on your way because each human
being has an obligation to do what seems right according to his own
of the practice, thought, and planning that go into your communications as a
leader will be worthless if you don't communicate from your heart. Your
greatest communications asset is authenticity, because it will allow other
people to feel the emotional energy you bring to your message and be moved to
act in turn.
took pride in acting on her beliefs, regardless of the consequences.
"Do what you feel in your heart to be right," she counseled others.
"You'll be criticized anyway. You'll be damned if you do and damned
if you don't."
the Eleanor Roosevelt Way,
* * *
The other Temperament,
the Idealist, has provided one of the great surprises in this study of
character: we find that there has never been an Idealist President in all the
two hundred year history of The United States of America. We will comment later
on this curious void in American politics, and we will look extensively at one
Idealist, Eleanor Roosevelt, who came close to wielding presidential power.
We were surprised, shocked really, to discover the type of leadership required
for turning a good company into a great one. Compared to high-profile
leaders with big personalities who make headlines and become celebrities, the
good-to-great leaders seem to have come from Mars. Self-effacing, quiet,
reserved, even shy -- these leaders are a paradoxical blend of personal humility
and professional will.
to Great, by Jim Collins
* * *