Organizational leadership behavior AAA.docx

Topic for peer evaluation

1. People differ in their personalities, values, and leadership styles. Typologies such
as the Big Five, MBTI (Myers–Briggs Type Indicator), or DISC profiles are often used
to classify individuals into categories. These frameworks can provide insights into
leadership potential and team dynamics, but they also carry risks if misapplied.
This project analyzes a workplace situation where personality differences
influenced leadership, then reflects on benefits and dangers of using typologies in
leadership context
Background event
In a mid-sized tech company, a new project team was formed to launch a product
under tight deadlines. The manager, Anna, relied heavily on personality typology
(MBTI) to assign roles. She placed extroverted” employees in client-facing roles
and introverted ones in analytical back-end tasks.
Leadership actions:
Anna emphasized that team members should "stick to their strengths" as defined
by their personality test. She structured meetings differently depending on
personality type (e.g., giving more speaking time to extroverts).
Results (real & potential):
Positive: Team members initially felt understood and valued; workload seemed
aligned with natural strengths.
Negative: Some employees felt boxed in. An introvert who wanted to try client
relations was discouraged, limiting growth opportunities. Over time, stereotypes
hardened, leading to reduced flexibility and innovation.
People: Anna believed strongly in personality typologies and trusted the
MBTI results more than individual aspirations. Employees also internalized
labels, which shaped behavior.
Situation: High time pressure encouraged Anna to use typology as a quick
decision-making tool.
Organizational culture: The company valued efficiency, which reinforced
sticking to "tested" approaches instead of experimenting with role
assignments.

2. The Big Five traits are more reliable predictors of leadership than typologies like
MBTI. This case demonstrates how leaders may misuse less reliable tools
Broader lessons:
Personality frameworks can be useful for self-awareness, team-building, and
communication when used flexibly. However; over-reliance can lead to
stereotyping, reduce opportunities for employee development, and undermine
diversity of thought.
Effective leaders balance personality insights with situational awareness,
organizational goals, and individual aspirations. Labels should inform, not dictate,
leadership decisions.
People are complex; no typology fully captures human behavior. Leaders must
remain adaptable and avoid rigid categorization.