Boss/Subordinate Perceptions of Instrumental and Supportive Leadership Behaviors in Relation to Myers-Briggs Thinking Type

Abstract

Previous research suggests that supervisors are likely to have a rosecolored” or more favorable, view of their leadership style than their subordinates. This research, based on a complex organizational simulation, investigates the effect of Myers-Briggs supervisory thinking styles on the “rose-colored” view. One hundred and seventeen subjects participated in The Looking Glass. Inc. simulation and completed a self and a supervisor leadership behavior questionnaire. Overall the “rose-colored” effect was clearly demonstrated. However, statistical significance in the difference of the effect was found only between the sensing (5) and intuitive (N) thinking style, and only on the instrumental leadership scale. The implications of this result are discussed.