An evaluation of the effectiveness of the Myers-Briggs Type Indicator as a means of improving leadership in a petrochemical organization

This petrochemical company has been involved in a Total Quality Management (TQM) process for a number of years. Internal and external consultants have used the Myers Briggs Type Indicator (MBTI) as a means of enabling this change among the company's managers. The strategy was to teach managers to understand their own preferences and the preferences of their subordinates so they could develop their ability to modify their operant styles to better suit the employee with whom they were dealing.;This study measured the leadership styles of 69 managers in this company by the Leadership Practices Inventory(LPI). The manager's completed an LPI-Self, which measured their espoused styles. Five of their subordinates completed an LPI-Observer which measured the perceived management style. A total of 366 employees participated.;This study divided managers into groups who had or had not received MBTI feedback. The study found no significant differences between the manager's espoused practices; however, there were significant differences on the LPI-Observer, measuring managers' perceived leadership practices. Managers who had received MBTI feedback received lower scores than managers who had not. Three of the five factors of the LPI showed significant differences. The study suggests some possible negative impact of providing MBTI feedback in this fashion. Suggestions for further research were advanced.