My MBTI profile is INFP—which stands for Introvert, iNtuition, Feelings and Perception. INFPs are idealistic by nature, putting in their all to bring their visions to life. As leaders, they usually have larger-than-life visions to impart humanity—they are very humanitarian—and are altruistic or selfless in the pursuit of these ambitions.
They are very influential beings because of the causes they pursue, having others willing to follow them by simply stating and sharing their desires for a better world. Efficient and effective communicators—they communicate their visions with a deep-felt valuing that inspires others to action without expressly ordering them to.
As leaders, INFPs are very encouraging to subordinates. They are not critical in …show more content…
When new suggestions are posed to them, they accept and consider them, and this goes to boost the morale of the workers.
Introverted naturally, they are akin to pull away from the spotlight, unless in the face of a vision they believe in, in which case they are usually highly motivated. They are very encouraging to subordinates and followers and can find it difficult to criticize them at times.
INFPs are perfectionists when convicted. Very creative imaginations, which may sometimes be viewed as unrealistic, govern their ideals. In the pursuit of these ideals they are highly innovative, making do with what is available. This adaptable quality open them to accept views of others to reach their goals—creating a sense of belonging and relatedness within their teams.
However, because of their undying passion for their dreams, they can tend to stretch their teams at times, in the pursuit of their very large …show more content…
From my understanding of this model, I will focus more on rewarding my workers skills and abilities than criticizing them as their leader. I will revere, encourage and value them and their opinions, to boost their statuses. I will also have them assess their performances than me. Autonomy, empowerment and a sense of control is something I intend to grant them in fulfilling their duties. I will rather tell them what I need done, than tell them how to do it--they should sort it out themselves, as best suited to them. By valuing their opinions, I believe I will make them feel safe, at home, and belonging to the group. I will try to establish relations with them, as little as possible, just to ensure the relatedness. I must be fair in my judgements, giving credit and penalties to everyone due, without bias to any race, tribe, gender, whether favorite or not. I believe if I adopt these as a leader the performances of my workers will be better—their confidence and morale will be high, they are assured of their futures, they exercise some ample of control, they sense that they belong to the group, and they do not perceive and bias or partiality. The opposite or absence of these rewards will inevitably drop performances—lower morale, uncertain futures, timidity, a sense of un-belonging, and perceived bias within the