Jungian Personality Types and Leadership Styles: An Empirical Examination (Report‪)‬

ABSTRACT This paper proposes that personality types have an effect on the types of leader behaviors that an individual believes to be appropriate. This belief will impact actual leader behaviors. A review of the literature on Jungian personality types is conducted, followed by a description of leader behaviors using the Ohio State Framework, as modified by Schriesheim. The nature of these relationships and their potential impact on the workplace are discussed. The model is then tested on 128 actual supervisory employees, with results and implications presented.