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This article attempts to give the western consultant travelling to South‐east Asia an idea of what to expect, of what will and what will not work in terms of consultancy practice.

Distinctive characteristics of Myers′ psychological‐type theory, including its aims, “tone”, type development and the concept of preference are discussed. The theory and the Myers‐Brigg Type Indicator (MBTI) are relevant to counselling in three main ways: (1) by making the core qualities, e.g. empathy and acceptance, more tangible; (2) as a technique and framework; and (3) as a perspective on counselling practice and on other counselling theories.

This study reports on the career management and career choice preferences of a sample of bioscience postgraduate students and postdoctoral researchers according to their personality type as determined using the Myers Briggs Type Indicator (MBTI). Correlations can be found but other decision‐making processes come into play and are more influential regarding career choices. The aim of this study was to investigate whether personality (measured here as Psychological Type) has an influence on career management style and career preference. The study was conducted on a group of bioscience postgraduate students and postdoctoral researchers who had previously attended a one‐day career development workshop. The qualitative survey analysis aimed to determine whether there is a relationship between a person’s preference for particular aspects of their career management such as skills development and everyday tasks (e.g.devising experiments, attending conferences, writing papers, analysing data) and their career preferences (e.g. on their preference for particular types of work).

Presents the results of a research study, covering 177 managers. This research was designed specifically to examine the relationship between emotional intelligence (EI) and the Myers‐Briggs type indicator (MBTI) profiles of the sample population. Indicates that the dominant MBTI function of Intuition (and the associated MBTI profiles) is significantly and positively related to higher levels of EI. In looking at specific MBTI scales, the lack of significant relationships between high Feeling scores and EI is seen as somewhat surprising. However, this may in part be due to under‐representation of high “feeling” participants in the research study and, in part, due to methodological limitations of comparing data from normative and ipsative instruments. Provides some support overall for the proposed relationship between the MBTI and EI and also highlights potential areas for future research.

Data collected from 319 senior executives and 2477 of their subordinates from a global diversified organization were used to explore the impact of differences in individual personality orientation on the processes by which these individuals enable their workgroups. Personality orientation was defined in terms of self‐ratings on four distinct groupings derived from a k‐means cluster analysis of self‐ratings on the Myers‐Briggs Type Indicator and the Kirton Adaptation Inventory. Perceptions of enablement and ratings of executive behavior were based on questionnaires completed by subordinates. Although no differences were found with respect to the overall degree of enablement experienced by subordinates, personality orientation did affect the specific behaviors employed by executives to enable others and the degree of managerial self‐awareness exhibited (operationalized as congruence in self vs. subordinates' ratings). Implications and suggestions for future research are discussed.

The nature of the relationship between job characteristics, personality, and job satisfaction was investigated. A longstanding debate exists between psychologists that believe structural characteristics of the job are the primary determinants of job satisfaction (Kulik, Oldham, & Hackman, 1987; O'Reilly & Roberts, 1975) and those that believe personal attributes of the worker are most important (Hackman & Lawler, 1971; Pervin, 1968). Information was collected from 163 participants on the Job Characteristics Inventory, the Myers‐Briggs Type Indicator (Form G), and the satisfaction scale of the Job Diagnostic Survey. Hierarchical regression analyses demonstrated that job characteristics successfully predicted job satisfaction (average Ra2 =.30). A series of hierarchical regressions indicated that personality had neither a direct effect on satisfaction nor a moderating effect on the job characteristics‐job satisfaction relation. These results indicate that, at least as measured by the MBTI, the characteristics of the individual may be of little importance during job redesign.

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.

The Myers‐Briggs Type Indicator is an extremely useful tool that can be used for career counselling, placement, quality circle teams, team development, and self‐understanding during career assessment. Experience derived from its use within such companies as Fine Fare Limited, Honeywell Control Systems Limited, Hewlett‐Packard Limited and also the EITB (Bristol office) shows that it is not a panacea for every organisation but it does allow positive development of individual strengths within teams. Organisations' usage of psychological instruments demonstrates acceptance of the value of people as a resource.

The purpose of this study was to examine the relationship between the personality and career expectations of business students. The sample consisted of 533 business students. Personality was administered using the F‐version (the Finnish research version) of the Myers‐Briggs Type Indicator and career expectations were studied in Schein’s career orientation framework. Thus the relation between the MBTI preferences and Schein’s career anchors and type preferences of business students was reported. The main research question was: how are business students’ personality preferences and career expectations related to Schein’s career anchors? Business students’ career expectations were mostly seen as belonging to the Technical Competence (26 percent), Managerial Competence (17 percent) and Independence (14 percent) career anchors. Statistical significance was found in many cases.

This paper aims to study the possible relationship between elements of personality as measured by the Myers‐Briggs type indicator (MBTI) and transformational leadership (TL) as measured by the Multifactor Leadership Questionnaire (MLQ).

The study was done at the North American manufacturing facility of an international technology company. Utilizing the Multifactor Leadership Questionnaire to measure transformational leadership, over 2,000 followers provided assessments of transformational leadership for 148 managers who had done self‐assessments and had completed Form K of the MBTI.

No relationship was found between follower assessments of transformational leadership and leader personality as measured by the MBTI. Leaders did, however, perceive themselves to be significantly more transformational than did those who reported to them. Leader preference for extraversion over introversion and intuition over perception were both significantly associated with self‐reports of transformational leadership.

Studies utilizing large samples across a variety of organizational settings are needed to confirm the results of this study.

This study calls into question the existence of a relationship between the MBTI and transformational leadership. The study does not provide any support for the possible utility of the MBTI for the prediction or explanation of transformational leadership behaviors. Assuming that followers' perceptions of TL are the more valid, the findings suggest that previous results linking MBTI and TL may be measurement artifacts.

Utilizing a large sample, the MLQ and continuous measures of MBTI preferences the results of this study contradict previous reports of a relationship between personality as measured by the MBTI and transformational leadership.