Personality Variables in Management Development Interventions

Abstract

In designing consultant‐driven management development interventions, personality issues typically are viewed as moderating variables, if they are considered at all. Reports on two “action‐research” oriented, team‐building interventions, based on Jungian theory as operationalized by the Myers‐Briggs Type Indicators. Illustrates the often overlooked importance of personality issues as an important precondition to successful management development efforts.