My youngest son came home from school the other day with a packet of information from one of his coaches.
And don’t be surprised to find that you’re at a different stage of leadership depending on the team.
The MBTI® served as a tool to my knowing better myself and my predispositions, but I am sure it does not capture me as a full human being. If no theory is ultimate, why can’t we combine different theories to better understand our behaviors and even our leaders and followers? That is exactly what some people have been doing by combining the psychodynamic approach, namely through the MBTI®, the style approach, and the situational approach. Using Berens’s (1998) temperament theory,  Myers, Kirby, and Myers (1998) developed a temperament scale through the MBTI® profiles by combining information gathering (S-N dichotomy) with attitudes (J-P dichotomy) for sensing types (the second letter as an “S”) and decision making (T-F dichotomy) for intuitive types (the second letter as an “N”). Included in the packet was a sheet of paper titled “The Leadership Continuum.” It outlines five levels of leadership and what is necessary to demonstrate each.
Be responsible for “victory.” This is the step at which your leadership moves from personal to team-oriented. You might be on a team where being a level 1 or 2 leader is how you can best contribute, while on another team you might need to step up and be a level 4 or 5.
How great your son and his team is getting early exposure to this content as future leaders!
On a personal account, the MBTI® has been an important tool to look inside myself and understand some patterns of behavior that I have always displayed. We are far too complex for any psychometric or psychological type tool to predict how we will behave in any situation. Coming back to the point, as I have previously shared on my posts (leaders of the world – know yourselves and leadership and obedience), there are no ultimate tools and every paradigm or theory is still partial no matter how comprehensive it might be right now.

And that is what the MBTI® with Blanchard’s Situational Leadership® II Assessment provides. Maybe leadership theories are just like leaders and followers – they need each other to make sense of the world around them. Using the Myers-Briggs® instrument with Blanchard’s Situational Leadership® assessment.
I hadn’t seen this before, but in reading it, I thought it was certainly applicable not just to team sports but also to the team environment in the workplace. This fifth level of leadership, the highest on the continuum, requires you to find your “leadership voice.” It’s not always enough to lead by example or feel responsible for the team’s results.
Good leaders understand the nuances of the various teams they’re a part of and can adapt to the circumstances. For the purposes of this post, I will side with Furnham (1996) and assume the test does have two intrinsic characteristics of scientific instruments: reliability and validity.
Jung’s theory predicted that people would have preferences in the ways of dealing with the outer world, collecting information, and processing information. Leadership and the one minute manager: Increasing effectiveness through situational leadership. The big five versus the big four: The relationship between the Myer-Briggs Type Indicator (MBTI) and NEO-PI five factor model of personality.
Introduction to type: A guide to understanding your results on the Myers-Briggs Type Indicator.
In my book, that includes the types of choices you’re making in your personal and work life.
Great leaders don’t stop with themselves—they believe their actions, their performance, and their leadership can and will influence the rest of the team.

That may be saying something that must be said, being the voice of the team in difficult circumstances, or even demanding performance out of others on the team. Knowing when to take on the various stages of leadership as the circumstances dictate is a key part of leadership. It’s really impossible to succeed in a leadership position if you don’t do these two things.
This can occur only if you’re holding yourself to a high standard of performance and conducting yourself in a way that others aspire to achieve. An individual who reaches this level of leadership accepts the responsibility of the team’s outcome, not just his or her own. Some situations demand more than action—and having a leader who can lend a voice to that situation is necessary. A good leader is accountable and is willing to take responsibility for the outcome regardless of what it might be.
I’m a believer that actions speak louder than words, and leading by example requires actions that are worthy of imitation. And there’s a reason this one is the highest level on the continuum—it’s not easy to know when to speak up or know the right words and tone for the situation.
I consider this passing the “mom test.” Do you behave in a way that would make your mother proud? Whether you’re at a stage where you’re leading yourself or whether you’re at a level 4 or 5, every team needs leaders who can contribute in various ways.

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