The Myers-Briggs Type Indicator (MBTI) and Promotion at Work


Over 6000 adult managers attending an assessment centre completed the MBTI and also specified in detail how long it had been before they were promoted to a managerial role, and also, where appropriate, to a senior managerial role. Correlational analyses showed shorter times to promotion were associated with being Extraverted and a Sensing Type. Regressions showed that Feeling types took longer to be promoted to managerial roles, and that Perceiving types took longer to be promoted to senior positions. Implications for the selection and management of people were considered.

Share and Cite:

Furnham, A. and Crump, J. (2015) The Myers-Briggs Type Indicator (MBTI) and Promotion at Work. Psychology, 6, 1510-1515. doi: 10.4236/psych.2015.612147.

Conflicts of Interest

The authors declare no conflicts of interest.


[1] Almer, E., Lightbody, M., & Single, L. (2012). Successful Promotion or Segregation from Partnership. Accounting Forum, 36, 122-133.
[2] Berr, S., Church, A., & Waclawski, J. (2000). The Right Relationship Is Everything: Linking Personality Preferences to Managerial Behaviours. Human Resource Development Quarterly, 1, 133-143.<133::AID-HRDQ4>3.0.CO;2-T
[3] Creasy, T., & Anantatmula, V. (2013). From Every Direction—How Personality Traits and Dimensions of Project Managers Can Conceptually Affect Project Success. Project Management Journal, 44, 36-51.
[4] Furnham, A. (2008). Personality and Intelligence at Work. London: Routledge.
[5] Furnham, A., & Crump, J. (2015). Personality and Management Levels. Psychology, 6, 549-559.
[6] Furnham, A., & Stringfield, P. (1993). Personality and Work Performance. Personality and Individual Differences, 14, 145-153.
[7] Furnham, A., Crump, J., & Chamorro-Premuzic, T. (2007). Managerial Level, Personality and Intelligence. Journal of Managerial Psychology, 22, 805-818.
[8] Furnham, A., Crump J., & Ritchie, W. (2013). What It Takes: Ability, Demographic, Bright and Dark Side Trait Correlates of Years to Promotion. Personality and Individual Differences, 55, 952-956.
[9] Henderson, J., & Nutt, P. (1980). The Influence of Decision Style on Decision Making Behaviour. Management Science, 26, 371-386.
[10] Hogan, R., & Hogan, J. (1997). Hogan Development Survey Manual. Tulsa, OK: HAS.
[11] Luse, A., McElroy, J., Townsend, A., & DeMarie, S. (2013). Personality and Cognitive Style as Predictors of Preference for Working in Virtual Teams. Computers in Human Behaviour, 29, 1825-1832.
[12] Moutafi, J., Furnham, A., & Crump, J. (2007). Is Management Level Related to Personality? British Journal of Management, 18, 272-280.
[13] Myers, I. (2000). Introduction to Type. Oxford: OPP.
[14] Myers, I., & McCaulley, M. (1985). Manual: A Guide to the Development and Use of the Myers-Briggs Type Indicator. Palo Alto, CA: Consulting Psychologists.
[15] Nordvik, H., & Brovold, H. (1998). Personality Traits in Leadership Tasks. Scandinavian Journal of Psychology, 39, 61-64.
[16] Palaiou, K., & Furnham, A. (2014). Are Bosses Unique? Personality Facet Differences between CEOs and Staff in Five Work Sectors. Consulting Psychology Journal: Practice and Research, 66, 173-196.
[17] Rahim, A. (1981). Job Satisfaction as a Function of Personality Job Congruence. Psychological Reports, 49, 496-498.
[18] Rice Jr., G. H., & Lindecamp, D. P. (1989). Personality Types and Business Success of Small Retailers. Journal of Occupational Psychology, 62, 177-182.

Copyright © 2022 by authors and Scientific Research Publishing Inc.

Creative Commons License

This work and the related PDF file are licensed under a Creative Commons Attribution 4.0 International License.