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Linking an intervention model to the Myers‐Briggs Type Indicator, consultancy and managerial roles

Lance Lindon (Director of Development and Design at Sundridge Park, Bromley, Kent, UK.)

Journal of Managerial Psychology

ISSN: 0268-3946

Article publication date: 1 June 1995

4460

Abstract

Draws parallels between our consulting model (derived from the work of Gerard Egan), the core processes of the Myers‐Briggs Type Indicator (MBTI) and the managerial roles required in effective organizations. Argues that there are synergies between the four stages of the consultancy model, four levels of hierarchy (top, senior and supervisory management plus operators) and the four core processes of the MBTI (Sensing‐Feeling, Intuition‐Thinking, Intuition‐Feeling and Sensing‐Thinking). Discusses this in the context of MBTI findings on both consultants and the UK managerial population.

Keywords

Citation

Lindon, L. (1995), "Linking an intervention model to the Myers‐Briggs Type Indicator, consultancy and managerial roles", Journal of Managerial Psychology, Vol. 10 No. 4, pp. 21-29. https://doi.org/10.1108/02683949510084083

Publisher

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MCB UP Ltd

Copyright © 1995, MCB UP Limited

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