Leading Through Personality: How the Four Myers-Briggs Letters Shape Leadership and Feedback: Know your people. Lead them better.
One of the first things I do when stepping into a leadership role is learn my team’s personality preferences. This understanding goes beyond simply knowing who they are; it involves grasping how they think, process, and engage with the world around them.
The Myers-Briggs framework (popularized through tools like 16Personalities) offers one of the most practical ways to start that conversation. It organizes people’s natural tendencies into four pairs of preferences:
Introversion (I) vs. Extraversion (E)
Sensing (S) vs. Intuition (N)
Thinking (T) vs. Feeling (F)
Judging (J) vs. Perceiving (P)
These preferences combine to form 16 personality types. However, even understanding the four pairs provides leaders with a significant advantage, not to stereotype, but to empathize and adapt.
Let’s break them down and look at how they shape leadership and feedback.
I / E: Where Do You Recharge?
Introversion (I):
Prefers reflection, focus, and depth. Introverts recharge through solitude and tend to process thoughts internally before speaking.
Leadership Tip: Give them time to prepare and reflect.
Feedback Tip: Provide written or one-on-one feedback over public praise. Give space for thoughtful responses.
Extraversion (E):
Energized by interaction, action, and expression. Extroverts think out loud and process in motion.
Leadership Tip: Involve them in brainstorming and collaboration.
Feedback Tip: Use real-time, verbal feedback. They often appreciate open discussion and immediate interaction.
Balance as a Leader:
Don’t assume that silence means disengagement or that talking equals productivity. Tailor your communication to each person’s energy source.
S / N: How Do You Take In Information?
Sensing (S):
Grounded in facts, details, and present realities. Sensors trust tangible data and practical steps.
Leadership Tip: Give clear expectations, structured plans, and realistic goals.
Feedback Tip: Be specific. “Good job” isn’t helpful. “Your QA checklists reduced errors by 30%” is helpful.
Intuition (N):
Focuses on patterns, possibilities, and the big picture. Intuitives enjoy abstract thinking and future planning.
Leadership Tip: Give them room to innovate and explore connections.
Feedback Tip: Frame comments in terms of vision and impact. “Here’s how your idea could reshape our process.”
Balance as a Leader:
Pair sensors with intuitives whenever possible. One grounds, while the other inspires. Feedback requires both clarity and meaning.
T / F: How Do You Make Decisions?
Thinking (T):
Leads with logic, fairness, and objectivity. Thinkers value competence and consistency.
Leadership Tip: Be direct and data-driven. Respect their desire for efficiency.
Feedback Tip: Keep it constructive and rational. Praise the logic in their decisions, and be clear about areas for growth.
Feeling (F):
Makes decisions based on values, empathy, and harmony. Feelers prioritize relationships and morale.
Leadership Tip: Show appreciation and care. Culture matters deeply to them.
Feedback Tip: Lead with emotional intelligence. Acknowledge their intent as much as their outcome.
Balance as a Leader:
In difficult situations, thinkers often need assistance reflecting on the impact, while feelers may struggle with making tough decisions. Your feedback must navigate that balance.
J / P: How Do You Approach the World?
Judging (J):
Prefers structure, plans, and closure. Judgers like control and decisiveness.
Leadership Tip: Give deadlines, clarity, and well-defined roles.
Feedback Tip: Provide clear goals and outcomes. They want to know how to improve and what comes next.
Perceiving (P):
Thrives in flexibility, spontaneity, and adaptability. Perceivers are open to options and fluid thinking.
Leadership Tip: Allow creative freedom. Don’t micromanage.
Feedback Tip: Focus on possibilities and continuous improvement rather than finality. Ask open-ended questions: “What might you try next?”
Balance as a Leader:
J types contribute to completing projects. P types assist teams in remaining adaptive. Understand who requires structure and who needs freedom.
Why It All Matters
You don’t lead robots. You lead humans. And humans bring complexity, nuance, and deep variation in how they work and respond.
When leaders understand personality preferences:
They place people where they can thrive
They tailor feedback to resonate, not just be heard
They build psychological safety by honoring how people process and respond
This isn’t about typing or limiting people. It’s about leading with intentionality. Personality is one layer of insight, but when used effectively, it can transform how you build teams and deliver feedback that resonates.
If you haven’t already, explore the 16 Personalities assessment and invite your team to take it. It’s not a magic fix, but it’s a powerful first step in seeing your people clearly and leading them more effectively.
This article was also featured on Medium and Substack.
About the Author
Clayton Thompson, Ph.D., is a Colonel in the U.S. Air Force with over 20 years of leadership experience. He is the author of the upcoming book RA-RA Feedback: It’s Not a Moment. It’s a System! for building trust, accelerating growth, and creating a leadership advantage.
