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Part II    Psychodynamic Theories138
unconscious psyche. Jungonce warned against digging toodeeply inlandnotprop-
erlysurveyed, comparing thispractice toaperson digging foranartesian welland
running theriskofactivating avolcano.
Related Research
Jung’s approach topersonality wasveryinfluential intheearly development ofper-
sonality psychology. Inrecent times, however, itsinfluence haswaned, eventhough 
there arestillafewinstitutions around theworld dedicated toanalytical psychology. 
Today, most research related toJungfocuses onhisdescriptions ofpersonality types. 
TheMyers–Briggs Type Indicator (MBTI; Myers, 1962) isthemost frequently used
measure ofJung’s personality types. TheMBTI addsfifthandsixth functions, judging 
andperceiving, toJung’s original typology, creating atotalof16possible personal -
itytypes. Judging involves thepreference tocome tofirmconclusions rather than
staying open minded tonewevidence (perceiving). Thisinstrument isoften usedby
school counselors todirect students toward rewarding avenues ofstudy. Forexam -
ple,research hasfound thatpeople highontheintuition andfeeling dimensions are
likely tofindteaching rewarding (Willing, Guest, &Morford, 2001). More recently, 
researchers haveextended work ontheusefulness ofJungian personality types by
exploring theroleofpersonality types inleadership styleaswellasinclergy andtheir
congregation. Lastly, wetakeacritical lookattheMBTI.
Personality Type and Leadership
TheMBTI hasbeen usedextensively inorganizational behavior research, specifi -
callyrelated toleadership andmanagerial behaviors. Interestingly, some ofthiswork 
suggests thatthepreference forthinking overfeeling andforjudging overperceiv -
ing(e.g., Gardner &Martinko, 1990) ischaracteristic ofeffective managers, who
arecommonly called upon tofocus onachieving results through quick analysis of
problems andconfident implementation ofdecisions. Indeed, people whodisplay the
sorts ofbehaviors associated withthethinking andjudging functions arecommonly 
considered “leadership material” (Kirby, 1997), because these havealmost become 
defining characteristics ofwhat itmeans tolead.
Arecent study ofFinnish business students andmanagers (Jarlstrom &
Valkealahti, 2010) usedtheMBTI toexamine what isknown as“person–job fit,”
which isdefined asthematch between aperson’s knowledge, skills, andabilities and
jobdemands. Asinprevious studies, business students andmanagers shared pref-
erences forthinking andjudging overfeeling andperceiving. However, when the
samples werecompared withoneanother, aninteresting trend appeared thatruns
contrary totheearlier research. Feeling types wereoverrepresented among business 
students compared tomanagers. Theauthors argue thattheirresults suggest anew
typeprofile isemerging intoday’s business world, onecharacterized byqualities 
associated withJung’s feeling function: encouragement ofparticipation andconsen -
susbuilding andcompassionate placement ofoneself inother people’s shoes during 
decision-making processes. Perhaps, Jarlstrom andValkealahti (2010) statethatman-
agerial jobsarebecoming more characterized bycoordination ofhuman resources Final PDF to printer