Every other year or so I do my Myers-Briggs Type Indicator and like most people I talk to about it, the results are the same. I’m glad I get ENTJ because it’s definitely in line with who I believe myself to be! If you want to give it a try and post your results here, go to http://www.humanmetrics.com/cgi-win/JTypes2.asp
My results are from http://en.wikipedia.org/wiki/ENTJ
ENTJ (extraversion, intuition, thinking, judgment) is an abbreviation used in the publications of the Myers-Briggs Type Indicator (MBTI) to refer to one of sixteen personality types. The MBTI assessment was developed from the work of prominent psychiatrist Carl G. Jung in his book Psychological Types, which proposed a psychological typology based on his theories of cognitive functions.
From Jung’s work, others developed psychological typologies. Jungian personality assessments include the MBTI assessment, developed by Isabel Briggs Myers and Katharine Cook Briggs, and the Keirsey Temperament Sorter, developed by David Keirsey. Keirsey referred to ENTJs as Fieldmarshals, one of the four types belonging to the temperament he called the Rationals.
ENTJs are among the rarest of types, accounting for about 2–5% of those who are formally tested. They tend to be self-driven, motivating, energetic, assertive, confident, and competitive. They generally take a big-picture view and build a long-term strategy. They typically know what they want and may mobilize others to help them attain their goals. ENTJs are often sought out as leaders due to an innate ability to direct groups of people. Unusually influential and organized, they may sometimes judge others by their own tough standards, failing to take personal needs into account.
- E – Extraversion preferred to introversion: ENTJs often feel motivated by their interaction with people. They tend to enjoy a wide circle of acquaintances, and they gain energy in social situations (whereas introverts expend energy).
- N – Intuition preferred to sensing: ENTJs tend to be more abstract than concrete. They focus their attention on the big picture rather than the details, and on future possibilities rather than immediate realities. They tend to focus on the final product rather than the current task.
- T – Thinking preferred to feeling: ENTJs tend to value objective criteria above personal preference. When making decisions, they generally give more weight to logic than to social considerations. For this reason, they are sometimes considered self-sacrificing however, types who prefer Feeling may instead perceive them as “cold and heartless.”
- J – Judgment preferred to perception: ENTJs tend to plan their activities and make decisions early. They derive a sense of control through predictability, which to perceptive types may seem limiting. ENTJs often try to predict outcomes and plan accordingly.
Margaret Thatcher’s reputation as a tough and uncompromising leader is consistent with the personality of an ENTJ.
ENTJs have a natural tendency to marshal and direct. This may be expressed with the charm and finesse of a world leader or with the insensitivity of a cult leader. The ENTJ requires little encouragement to make a plan. One ENTJ put it this way… “I make these little plans that really don’t have any importance to anyone else, and then feel compelled to carry them out.” While “compelled” may not describe ENTJs as a group, nevertheless the bent to plan creatively and to make those plans reality is a common theme for NJ types.
ENTJs focus on the most efficient and organized means of performing a task. This quality, along with their goal orientation, often makes ENTJs superior leaders, both realistic and visionary in implementing a long-term plan. ENTJs tend to be fiercely independent in their decision making, having a strong will that insulates them against external influence. Generally highly competent, ENTJs analyze and structure the world around them in a logical and rational way. Due to this straightforward way of thinking, ENTJs tend to have the greatest difficulty of all the types in applying subjective considerations and emotional values into the decision-making process.
ENTJs often excel in business and other areas that require systems analysis, original thinking, and an economically savvy mind. They are dynamic and pragmatic problem solvers. They tend to have a high degree of confidence in their own abilities, making them assertive and outspoken. In their dealings with others, they are generally outgoing, charismatic, fair-minded, and unaffected by conflict or criticism. However, these qualities can make ENTJs appear arrogant, insensitive, and confrontational. They can overwhelm others with their energy, intelligence, and desire to order the world according to their own vision. As a result, they may seem intimidating, hasty, and controlling.
ENTJs tend to cultivate their personal power. They often end up taking charge of a situation that seems (to their mind, at least) to be out of control, or that can otherwise be improved upon and strengthened. They strive to learn new things, which helps them become resourceful problem-solvers. However, since ENTJs rely on provable facts, they may find subjective issues pointless. ENTJs appear to take a tough approach to emotional or personal issues, and so can be viewed as aloof and cold-hearted. In situations requiring feeling and value judgments, ENTJs are well served to seek the advice of a trusted Feeling type.
The Fieldmarshal Rational is one of the 16 role variants of the Keirsey Temperament Sorter, a self-assessed personality questionnaire designed to help people better understand themselves. David Keirsey originally described the Fieldmarshal role variant; however, a brief summary of the personality types described by Isabel Myers contributed to its development. Fieldmarshals correlate primarily with the Myers-Briggs type ENTJ Fieldmarshals make up about 2% of the population.
Fieldmarshals are abstract, pragmatic, directive, and expressive. They tend to be highly skilled in situational organizing, directing their own actions and those of others. Their talent for contingency planning is a close second to their ability to coordinate, decide, and execute a strategy. Born engineers, they want to break an idea or concept into its most fundamental parts, subject those parts to intense scrutiny, and reassemble the idea before giving it their final approval. Their desire to ensure that an assessment is valid extends to their own work, and they will often seek the opinion of another trusted individual such as an Architect or an Inventor to refine their view of an issue, regardless of how sure they are.
Fieldmarshals have a strong desire to give structure and direction to groups of people. Of all the role variants, Fieldmarshals are the most likely to see where an organization is headed, and they want to communicate that vision to others. Thus they are more directive in their social exchanges than they are informative. Fieldmarshals often rise to positions of responsibility in work because they tend to be devoted to their jobs and are excellent administrators. Fieldmarshals may not actively seek out leadership responsibilities, but will often volunteer themselves to take charge in situations where leadership is absent or has failed, or where a power vacuum suddenly exists—not because they are particularly interested in power as such, but due to their innate desire to see a given system (be it social, political, workplace, or otherwise) continue to function until a suitable leader can be identified, who, in the mind of the Fieldmarshal, is as good at leadership as at background administration.
Fieldmarshals search more for goals and policy than they do for procedures and regulations. They strive to make their organization more efficient by reducing red tape, task redundancy, and confusion in the workplace. Fieldmarshals take a straightforward and tough-minded attitude toward tasks, approaching them with impartial analysis, and basing their decisions on well thought-out plans, impersonal data, and overall probability of success. They expect others to follow their vision, and they are willing to remove stumbling blocks that prevent a given system (human or otherwise) from being fully productive. For Fieldmarshals, there must be a goal-directed reason for executing any plan. People’s emotions are generally considered secondary to raw data in any decision-making process.
Fieldmarshals are impatient with ineffectiveness, inefficiency, and the repetition of error. If an established procedure can be demonstrated to be ineffective at accomplishing a certain goal, they will abandon the procedure. Fieldmarshals keep long-term and short-term objectives in mind while striving to turn their organizations into smooth-functioning, empirically stable systems.