Ceo personality type myers briggs

5 Most Successful Types of Entrepreneurs And Personality Testing

Sorting through types of entrepreneurs is not something human resources get to do. Entrepreneurs, especially founders, often are the first employee. They set the tone and the future company culture. In effect, types of entrepreneurs translate into types of companies.

At the same time, hiring based on personality type is a big deal nowadays. More and more human resources managers include some sort of personality testing into hiring. Why? Because more and more organizations want to make sure they onboard the right candidate. Personality testing seems to be a safe way to ensure employees will fit in.

Yet, oftentimes the same results don’t apply to types of entrepreneurs. In fact, it appears that entrepreneurs that “make it” constantly change the paradigm for which personality type does what. Hence, let’s cover personality types for a bit, and then go into types of entrepreneurs.

How personality theories apply to types of entrepreneurs

There are several systems that paint a picture on personality types. While some rely on science, others still lack scientific backing of any kind. Every year, millions of people are tested and millions of decisions are made based on such tests. Consequentially, organizations that develop the tests continually improve their repertoire.

The main criticism, however, is that there seldom is any relation between the personality type and management effectiveness. To be sure, mature markets rely less on personality testing. Nearly three quarters of all mature market companies used personality testing in 2012. This went down by 12% in 2016. Intermediate and developing markets, however, are making more and more use of personality testing. On average, more than half of all international companies use some form of personality testing. Check this global assessment barometer report for more info.

To critics, far too many companies still rely on personality testing. And heavily so. Especially since opinions on the effectiveness of personality testing are mixed. The expectation that psychometric assessment predicts performance is 70% in Sweden versus only 30% in Germany.

Moreover, most companies use psychometric testing in hiring (on the rise from 77% in 2010 to 94% in 2016). Meanwhile, only a third use them for promotion. Add to this that more than a third of all of these companies complain that there is a shortage of talent. And this complaint is primarily based on some very common tests.

The most common personality tests used in 94% of the hiring psychometrics fall in the same line. Tests such as the Meyer-Briggs Type Indicator, Sixteen Personality Factor Questionnaire, Gallup Strengths Finder and the list goes on. Emerging markets favor newer flavors of these tests, and so they should. You can actually train to get it right.

Types of entrepreneurs in the Meyer-Briggs Type Indicator

Myers-Briggs Type Indicator (MBTI) is, well, notorious. It is perhaps one of the most known personality tests. It therefore had its share of criticism. Many have called it “unscientific“/ “a joke“/ “questionable“/ “a fad that won’t die“/ “totally meaningless.” Yet, more than 2 million people take the test every year. And that is hard to argue with.

The point here is that one day you might be tested against the MBTI. And, scientific or not, your answers will be part of a profile that might mean yes or no. Conversely, think of all those entrepreneurs you admire. All those profiles that inspire you. Each of them might have taken the MBTI at one point or another. Ever wondered whether Elon Musk is an INTP or INTJ? In fact, we’ll follow in a bit with some of the most successful types of entrepreneurs.

But first, a bit of MBTI and what it all means. MBTI proposes a personality typology covering 16 personality types. Each type is the result of your answers to 93 questions that rate your preference on 4 opposing pairs of personality traits. How you rate in each of these traits wins you a 4-letter code.

“Extraversion” or “Introversion”, with E and I, respectively;
“Sensing” or “Intuition”, with S or N, respectively;
“Thinking” or “Feeling”, with T or F, respectively;
“Judging” or “Perceiving”, with J or P, respectively.

Overall, you can have a total of 16 combinations. Each of these types stands for an unique personality. Some are more frequent than others. Of all 2 million testers every year, the rarest is INFJ, followed shortly by ENTJ. The most common are ESFJ and ISFJ. The rarest by gender is ENTJ, there are only 0.9% ENTJ women.

Most successful types of entrepreneurs

The most successful types of entrepreneurs are ENTPs, ESTJs, ENTJs, INTJs, and ISTJs. This means that the majority of successful entrepreneurs predominantly fall within these 5 types.

First of all, we can see all these entrepreneurs are thinkers. This is highly advantageous for business. Thinkers are more inclined to base decisions on evidence. They are also more capable of making unpopular decisions.

Grow your business faster with better team communication!

Second of all, we notice that extraversion covers 60% of the most successful types of entrepreneurs. Introversion, however, is not far behind. You can clearly see why it’s perhaps best to harmonize introverts and extroverts. Lastly, each of these most successful types of entrepreneurs has a few traits that are worth exploring.

MBTI types of entrepreneurs

The ENTP, for example, is “the inventor.” Loves to challenge authority and will prove you wrong at the risk of inventing time travel. They are one of the types of entrepreneurs that innovate. They create new products.

ESTJs are nicknamed “the supervisor.” Among the most successful types of entrepreneurs, they can draw out order and structure from chaos. They have an amazing aptitude at performing mental tasks. Think Riker from Star Trek. Their introverted counterparts, the ISTJ, are also known as “the inspector.” They make for great CFOs and legal counsel. At least, when you want things done by the book.

ENTJs are essentially the highly effective leaders, the CEO’s, the Field Marshalls. Among the types of entrepreneurs, they’re the rarest personality type in MBTI and are most likely to think of options in face of obstacles. Their introverted counterpart, INTJ are nicknamed “the mastermind.” Much like Jean-Luc Picard in Star Trek.

All these types of entrepreneurs follow their intuition, which means they take risks. However, these risks are calculated and assumed. All these types of entrepreneurs are competitive and want to win, every time. On the other hand, they have great self-control and can focus on the end-game, blurring out everything else. However, they seldom compromise and rarely prioritize feelings. For a full picture, you might want to check this amazing infographic, which compares various types of entrepreneurs against the Meyer-Briggs typology.

To conclude, personality testing and psychometrics may be on the rise, but there are many issues with how the tests are conceived, carried out and how the results are used. At times, much of the procedure seems to be nonsensical, unscientific, and perhaps even mystical. The future, however, seems to bring improved testing rather than fewer tests. Understanding how it all adds up means you can better figure out where you stand.

Which Personality Type Makes the Best CEO? | Next Level Success | by Next Level Success

For decades, business owners and entrepreneurs have looked to personality tests to help them climb the ladder to success. Personality tests have been deemed an excellent way to predict if someone has what it takes to make it as a business person, and no other test has the trust of the corporate world like the Myers-Briggs personality test.

The Myers-Briggs Personality Test

If you’re reading this article, you’re probably already familiar with the Myers-Briggs personality types, which are dictated by a combination of four categories that make 16 possible personality types. You may even already know your specific personality type, such as INTJ, ESTP, or ENFJ. These categories measure where you focus your attention, how you take in information, how you make decisions, and how you interact with the world.

So of all the possible personality combinations, which type makes the best CEO? In short, there are a few personality types with strengths that match the major tasks of a CEO, but one that stands out above the rest.

According to Mic Network, both ENTJs and ESTJs usually make the highest salaries. But ENTJs are also the best at managing and supervising employees, which makes them the most likely personality type to be a CEO. So what are ENTJ personality types doing differently than the rest?

“The Commander”

ENTJs are known as “commanders” who are extroverted, intuitive, thinking, and judging. This personality type is highly driven, rational, outgoing, and charming. ENTJs are motivated and find the greatest happiness in their achievements. They have a personality that allows them to stand out as a problem solver who is working toward long-term goals.

Other personality types can still be excellent CEOs, of course, but introverted people may become exhausted by the exposure to the limelight. In contrast, extroverts are energized by human interaction. ENTJs also have the advantage of quickly acting on intuition and using rationality in decision-making. These skills give them confidence and keep them from second-guessing every decision they make.

Learning from the ENTJ

Since only a select portion of the population will identify as an ENTJ, there’s no need for aspiring CEOs to get hung up on personality types too much. With self-reflection and adaptation, anyone can become an effective CEO. Other personality types just need to understand what makes ENTJs successful and strive to apply these principles to their daily life.

For example, introverted CEOs can take time practicing speeches and learning to become comfortable in front of a crowd. The more feeling personality types need to recognize when their emotions are having a strong influence, then step back to make rational decisions for their company. Anyone can play up their strengths and find a unique leadership style that works for them.

Entrepreneurs Don’t Have to Lead

We’ve discussed how just about any personality type can become a successful CEO — but what about those entrepreneurs who simply don’t want to lead? Luckily, even people who want to start a booming business don’t have to be the CEO of their own company. As long as an entrepreneur can find a trustworthy leader to take control, they can step back and keep growing the business in the background. They might even consider building a business on their own and then selling the company before they have to start leading employees.

Truly, any personality type can be a legendary entrepreneur or inspiring CEO, if they so choose. Next Level Success can help aspiring entrepreneurs learn the ropes on how to build the company of their dreams.

Management Consulting : MBTI - Team Strengthening Tool

MBTI is the Meyer-Briggs Type Indicator. Today it is the most used tool in business, which is used to understand the differences in personalities in a company and a team.

MBTI will allow you to analyze what is happening in the team and how to improve group dynamics. In this article, I have prepared for you 4 examples of using this tool, thanks to which you will understand what value it carries in itself.

I also recommend reading my articles about the DISC method if you are not already familiar with it.

A tool for knowing yourself and others The MBTI draws on the work of Carl Gustav Jung (1875-1961), a Swiss physician, psychiatrist, psychologist and researcher.

Jung's theory became the basis of the work of Isabelle Briggs Myers (1897-1980) and her mother, Katherine Cooke Briggs (1875-1968). This is how the Meyer-Briggs type indicator was developed.

MBTI defines 16 personality types based on 2 criteria and 4 dimensions.

The MBTI theory states that each of us has a preferred behavior in each of the 4 dimensions (extrovert or introvert, evaluation or perception, etc.)

The diagram below illustrates the concept of preference:

coincide with our preferences, then we are in a comfort zone. If not - in the zone of effort.

The name of each MBTI Personality Profile is an abbreviation of the 4 letters of each of the dimensions we talked about above. Thus, the ISFJ profile reflects 4 preferences: Introversion (Introversion), Sensation (Common Sense), Feeling (Emotionality), Jugement (Judgment).

The MBTI method offers 16 profile types. You can determine one or another profile during a session that lasts half a day and takes place with a certified MBTI consultant.

MBTI to Work Better with Executives - A CEO Who Talks Too Much!

One of my clients is a SME in the Rhone-Alpes region of France. Working with the executives consisted of conducting MBTI testing for everyone, followed by a day of team building and a few hours of coaching for the CEO.

“My managers always have nothing to say! When I ask a question or offer an idea, no one but me speaks up. They are not interested in how the company functions. I feel like I'm scaring them! says CEO Pierre during our meeting.

Diagnostics

After running the diagnostics, I realized that I had encountered an exception. For the first time in 12 years of my career, I saw such an amazing case! All executives are introverts while the CEO is an extrovert.

MBTI Profiles of Board Members

The conversation with the managers really showed me that each of them operates on a Think-Act or Think-Speak logic, which requires more time to speak up. While the CEO operates on the principle of "Saying-Thinking". If no one answers his momentary thoughts aloud, then he thinks that no one has ideas and thoughts. In addition, like most extroverts, he cannot stand silence and fills it with conversation. So my client got into a vicious circle: the less managers say, the more he says.

When I discussed the situation with the CEO, he immediately exclaimed: “I understand! I just need to shut up.”

During the day spent with the whole team, and during the discussion of this topic, everyone finally understood how he, his colleagues and the leader function. Managers have realized that they need to invest more in the organization they work for. They need to take on the role of members of the Board of Directors, and not just be an ordinary manager.

Subsequent coaching with Pierre provided him with a unique opportunity to reflect on his own behaviour, although introspection is hardly a feature of the ESTP profile. Good-natured, lively, quick, sparkling, he suddenly realizes that these qualities can confuse his subordinates.

Conclusions and results of the work

Pierre understands that each member of the Committee of Directors needs to leave time and space for reflection, be silent and listen to others. Step by step, everyone finds their place, and Pierre can rely on them instead of "pulling on himself" the whole company.

Relief for the manager and team, as well as a real impetus for the development of the organization!

Let's go over the heads - Kommersant St. Petersburg

Among the business leaders in Russia, most of all are sanguine, red and "administrators". Such definitions provide classifications of personality types used in management, recruitment and business coaching. However, any person can cultivate leadership qualities and skills for effective company management, if he is critical and objective about himself.

Previous photo

Even the development of schizoid traits can contribute to managerial success in some lines of business

A photo: Kommersant / Alexander Koryakov

The main thing for a manager with any set of qualities is to set a high task and go to the goal without being distracted by nonsense

A photo: Kommersant / Dmitry Lekay / buy photo

Next photo

one / 2

Even the development of schizoid traits can contribute to managerial success in some lines of business

A photo: Kommersant / Alexander Koryakov

The main thing for a manager with any set of qualities is to set a high task and go to the goal without being distracted by nonsense

A photo: Kommersant / Dmitry Lekay / buy photo

Strictly in terminology: a psychotype is a type of nervous system with a basic emotion, behavior and character core. In the course of life, it is supplemented by experience and environmental conditions and, as a result, forms a personality. BG studied the most relevant classifications of psychological types used in business and management.

One of the most famous is Yitzhak Adisis's classification, which lists four types of leaders: manufacturer, administrator, entrepreneur, and integrator. The producer, explains the general director of the Brusnika marketing agency Tehkhi Polonskaya, in this case implies the function of producing the results for which the organization exists; administrator - administration required to ensure efficiency; entrepreneurship refers to activities that serve to manage change, and integration brings together the elements necessary for the viability of the organization. “Ideally, each manager combines all four roles in different proportions. The absence of one of them indicates that a person can be a good specialist, performer, but he lacks the competencies for professional management. True, if there is a resource and strong players, the role of leader can be supplemented by a deputy or a colleague with a different function,” Ms. Polonskaya argues.

The Adesis typology implies that a good leader should be primarily an integrator and administrator. “This allows the leader to "stitch" several commands and be a mediator of different elements of the system. Adizis also says that a leader needs to be sociable, responsible, benevolent, decent and, oddly enough, modest,” adds Alexei Filatov, head of SearchInform Profiling.

Tekhkhi Polonskaya also gives a typology of Workline value, based on which careerists can be good leaders. “These are people whose supervalue is power. They know how to allocate resources, they see their benefit and the benefit of the company,” the expert reveals the concept. “Innovators act as good entrepreneurs, but as organizers they can miss a lot of important things. The townsfolk are good at classic conservative positions. Intellectuals and imitators do not always make good leaders due to the fact that these people need a mentor and a strong hand. At the same time, in a small business, imitators can successfully earn money.

The BG survey showed that one of the most popular schools among experts is the Myers-Briggs classification, aka socionics, which tells about 16 types formed due to the severity of a person's indicator according to four "dichotomies": extraversion-introversion; logic-ethics; intuition-sensorics; rationality-irrationality. The Myers-Briggs Questionnaire (Myers-Briggs Type Indicator, MBTI) was developed in the United States in the late 1950s by mother and daughter Isabelle Myers, Katharina Briggs, based on the ideas of Carl Jung. This model has become one of the most popular in recruiting and characterization, has been adopted by many government agencies around the world, and most Fortune 100 companies use it.

In socionics, there is no specific type that is most suitable for leadership, but it is believed that extroversion is a mandatory indicator of a leader. According to MBTI, the most suitable psychotype for businessmen and heads of companies is ISTJ (Introverted Sensing Thinking Judging) - an inspector, since they are born for leadership and organically fit into the corporate world. “Such leaders see the situation in the long term and can model development scenarios depending on various factors and external influences on the company. This is made possible by the fact that they are able to evaluate from different points of view and at the same time have developed critical thinking,” comments Peter Mebert, Managing Partner of the Top CEO Team.

The context determines

However, such parameters as the field of activity, the age of the company, and the business strategy are of paramount importance. Obviously, the psychotype of a startup CEO should be different from the head of a large company that has entered the stage of stable development. “The combination of intuition and logic is the prerogative of the development director or entrepreneur; "intuition-emotions" — startup, leader and mentor in professional activities; "sensor-perception (spontaneity)" is an innovative project manager, a leader in anti-crisis management; and "sensorics (realism) - judgments (evaluation)" - a classic manager, executive director or head of a department. But any qualities can be developed if you set yourself such a goal: the human psyche is very plastic, - says Elena Zavyalova, professor at the Graduate School of Management (GSOM) of St. Petersburg State University, head of the Department of Organizational Behavior and Personnel Management. achieving goals. The problem of professional burnout is often connected precisely with the fact that the role that a person plays is at odds with his psychotype. The outcome of such a discrepancy in all senses is costly for the company, and the manager, and his subordinates.

GSOM conducted the MBTI classification among the leaders - students of their programs. Studies of psychotypes conducted at the school for 15 years have shown that the largest number of students demonstrate a combination of "sensory-judgment" - about 50%. This type of behavior is described by the metaphors "administrator" (27%) and "inspector" (23%). In terms of content, they are characterized by a desire for order, realism, analyticity, and a preference for making decisions based on past experience. In second place is the combination of "intuition-logic" (19%), defined by the metaphors "analyst" (10%) - an intellectual introverted leader with developed intuition and a critical mindset, prone to generating ideas for solving operational management problems, and "entrepreneur" (9%) - an intellectual leader with such traits as as extraversion, intuition, analyticity and the ability to make strategic decisions aimed at the future. Other types were presented in small numbers.

Practical

Andrey Fedorov, executive director of the IMISP business school, believes that the most important thing for a leader is the ability to adapt, learn and develop, as well as the ability to assemble and build a management system. “At a certain level of development of the company, the size of the business, the complexity of the industry, you need to have a structure, a team. If it exists and works, the psychotype is not important. If not, no psychotype will cope. In a good team, the weak areas of some leaders are covered by the strong competencies of others,” says Mr. Fedorov.

Recruitment has the same priorities. The founder of the ProPersonnel recruitment agency, Tatyana Dolyakova, believes that managerial competencies are primarily important for top managers, and the main ones are leadership, business understanding (the ability to consider problems in costs in terms of financial analysis, EBITDA, added value, marginality, focus on quality understanding of business principles), decisiveness, and adaptability.

“Other qualities will be required depending on the task at hand: strategic vision may not be so necessary if directors are hired solely for operational support, innovation and creativity are important in starting a business, you need to save a team – interpersonal understanding and empathy will help if before the company is faced with the task of achieving an ambitious goal in a short time, making tough decisions - flexibility will fade into the background, sustainability is necessary for the CEO of a debt-backed company, which needs to be kept afloat and not take drastic steps, ”says Ms. Dolyakova, adding that there are factors that clearly interfering with the career of a top manager: conflict, lack of flexibility and foresight.

Director of the Institute for Entrepreneurship Problems Vladimir Romanovsky is distrustful of any classification of psychotypes. “Among successful leaders, I have met people who did not understand their business, or were simply narrow-minded, as well as lazy people, psychopaths, weak-willed rags, adherents of manual control, morning alcoholism and carriers of other qualities that the traditional school of management would hardly recognize as compatible with leadership. in some area of human activity,” he says. “The only trait present in most successful businessmen and leaders is the will to win. Quality, which, in turn, is divided into two components: the ability to set a high task and the ability to go to the goal without being too distracted by any nonsense.

According to psychologist and coach Irina Maslova-Semenova, a good leader is someone who, under stress, is activated, thinks better and turns on. “Stress for him is motivation and fuel. Therefore, bypassing a competitor at the turn, winning, suppressing, "squeezing out" territory and seizing power for him is a part of life and a special interest. The basic need of the psyche of such a strong psychotype lies in this, ”the psychologist believes.

Forward Telecom CEO Sergey Saprykin comes across more extroverts among the heads of client companies, namely, administrators and commanders. “In addition to extroversion, their common features are rational weighing of alternatives, rather than emotional decision-making, and a preference for planning and ordering information in advance, rather than a propensity for situational actions according to circumstances,” Mr. Saprykin shares his experience.

Synergy effect

Successful leaders are defined by the presence of complementary competencies. The leader of the company must be able to correctly and timely combine authoritarianism and loyalty, exactingness and empathy. “If the leader manages the company in one strictly defined direction, relying on the prevailing quality of his character, then in the short term it can be quite workable. However, in the long term, it stops working,” says Maxim Solntsev, Chairman of the Board of SDM Bank. “At the same time, all the necessary qualities are already present in a person from the very beginning, it is only important to constantly develop them. Shape your work environment in such a way that it balances you. Constantly improve, because the leader must have a broad outlook: read thematic literature, engage professional consultants if necessary, develop emotional intelligence in yourself.

And according to Ekaterina Belokoskova-Mikhailova, head of the Institute for Psychodynamic Coaching, the most interesting definition of a leader is a person who has formed a team of like-minded people so that after his departure, she can effectively perform the task and the organization does not fall apart. “In addition, he must withstand criticism in his address, accept feedback from colleagues in a lively dispute and discussion. If critical voices are silent, it means that the leader has surrounded himself with people who protect him from unpleasant news and, ultimately, from reality,” Belokoskova-Mikhailova is sure.

Based on the work of Rada Granovskaya, Vladimir Trofimenko, General Director of the Mankiewicz representative office in Russia and the CIS countries, draws a basic division into psychotypes: “Figuratively: there are people who are creative, creative, and there are more formalists. Taking into account such a gradation, it is possible to avoid a huge number of mistakes when the team does not include people who can formalize the creative ideas of the "creators" and give movement to the project in a bureaucratic environment, - says Mr. Trofimenko. - And this is the main task of the leader - to recognize that people are different and require careful attention to their features and help in their correct use.

Genetic predisposition

Congenital temperament is determined by pure physiology - the speed of processes in the nervous system, the ratio of excitation and inhibition in it, and the like. Everything else is acquired during life, mainly in the first years.

Research shows that, according to the simplest classification of temperaments, most leaders are sanguine. This type of temperament is most suitable for this role, based on its characteristics: a stable nervous system, the mechanisms of excitation and inhibition are equivalent. The main qualities of such people are mobility, stress resistance, flexibility of perception, extroverted attitude. Second, two types claim effective leadership - choleric and phlegmatic. The first are distinguished by a mobile nervous system, high mobility, maximum extraversion, but at the same time, the qualities of structuring and systemicity are reduced. Phlegmatic people are distinguished by a stable nervous system, but at the same time increased rigidity - the difficulty of switching from one type of activity to another, the predominance of introverted traits. The least likely psychotype for the role of leader is melancholic.

The modern world conveys to the maximum the idea of leadership and the development of those qualities that will lead to the pinnacle of success. “This is a simple logical chain: leader - power - money - confidence. In other words, self-confidence helps to gain money, which for the most part is concentrated in the hands of those in power, namely in the hands of leaders, - explains psychologist Tatyana Vorgul. - But the charm of the chain is that, ironically, it turns into a closed ring, because without confidence you cannot become a leader.”

Multicolored management

When selecting senior executives and top managers in Russia, the DISC typology of people behavior is often used. The author is an American psychologist, researcher and lie detector inventor William Moulton Marston. The essence of the theory is reduced to four main types of human behavior: dominance (Dominance), or red type, influence (Influence) - yellow, constancy (Steadiness) - green and compliance (Compliance) - blue type of behavior.

People with a red type of behavior are active, energetic, not afraid of risk, self-confident, purposeful, focused on a specific measurable result, straightforward and ready to do anything to win. People with a yellow type of behavior are active, optimistic, sociable, emotional, easily start relationships with others, creative and creative. Green type - friendly, calm, patient, gentle, team-oriented people who strive for stability and predictability. Blue - analyzing, pedantic, diplomatic, tactful, thinking systematically, unemotional and cautious.

“Understanding the type of behavior a potential manager has, it becomes clear exactly how he will lead people, what to focus on in management, how to build relationships with employees, customers and partners of the company,” explains business coach Artem Stupak. typologies are also taught to top managers themselves in order to improve their managerial skills, the ability to find an approach to each employee, and therefore, to be an effective and efficient manager.

HR-specialists are also guided by this scheme. “When hiring, selecting for the best positions and assigning people to important projects, we are guided rather than by understanding the psychotypes of people, but by their abilities, aspirations, ambitions and focus on results in a certain area,” says Olga Orel, HR Director at AB InBev Efes. People show their strengths and weaknesses differently in different situations. For example, in crisis situations, when managing complex projects with short deadlines, organizational skills, a deep understanding of the business, the ability to quickly determine the direction, follow it clearly and adjust the plan if necessary come to the fore. If we are talking about business as usual, daily, routine business management, what is important for a leader is the ability to inspire and motivate managers and their teams to set and achieve ambitious goals.”

According to Artem Stupak, most often in Russian management you can meet people with a pronounced red type of behavior. "Probably in the historical period in which the economy of modern Russia was formed and developed, namely in the "dashing 90s", there was a natural selection of leaders, entrepreneurs and businessmen who were able to withstand difficult times while maintaining business efficiency", the coach says.

Approximately the same assessment, but based on a different classification, is given by a member of the board of the International Association for Psychoanalysis of Business and Organizations, Maria Shumikhina: “In Russia, leaders of the epileptoid type more often dominate, precisely because it is easier for them to take power from those who are less motivated. And they are most sensitive to hierarchical relations, they are loyal to those who are on top, so the upper echelon of managers is not afraid for their power.”

But different types of managers suit different companies, the expert emphasizes. “Conventionally, in order to lead a company in show business, a combination of hysterical (with a thirst to impress) and narcissistic traits usually work, and for production or a security business, epileptoid (power, control),” explains Ms. Shumikhina. Individuals can superbly lead auditing activities. And in IT, company founders often have schizoid traits: the ability to comprehend a lot, combine different factors, abstract and mathematical thinking.

Extenuating circumstances

Each psychotype has its strengths and features that can interfere, says Mikhail Bondarchuk, Head of Leader of Future. “The main thing is the desire to take into account your own characteristics and learn how to correct them: the Reds should be more attentive to the opinions of others and think about strategy. Blue - learn to interact with people and understand that they have different needs. Greens need to be less dependent on other people's opinions and defend their own borders,” the expert gives recommendations.

Based on his own experience, he states that initially in Russia there was a demand for red leaders who quickly achieved results and were mentally close to business owners in the 1990s, as red as they are. “But gradually the understanding comes, and this was facilitated by the crisis of 2008, that the aggressive, risky type of management of the Reds is ineffective and even dangerous for business, so after it, blue managers began to be hired for the position of CEO — usually former financial managers of the company,” recalls Mr. Bondarchuk. “This practice, although it allowed us to build an understandable standard model, did not contribute to the development of the company and completely did not take into account the main value of any modern company - its employees. That is why now there is an increase in the number of green among CEOs: I noticed this trend in companies of various profiles.

Learn more