This is an interesting topic, and I personally believe that both personality types can be successful as project managers. I believe that to be a good project manager, you must have a well-rounded personality as well. I think how a project moves forward, and how the project team works and behaves is highly influenced by the project manager, part of which comes from the project manager’s personality. I believe an extroverted project manager most likely has an easier situation as the team is more eager to work with them and be productive. However, to answer the question, these people must also be time-efficient and be able to manage all the responsibilities they have. They should not be so extroverted that they cannot complete their work. On the other hand, I think project managers who are introverted may have to work harder to create a good relationship with their team. They must be able to communicate and encourage their team to be successful, which may require them to move a little bit out of their comfort zone. Thus, regardless of if someone is extroverted or introverted, personality is important when it comes to being a good project manager.
Project managers play a big role in leading the project or company to success or failure as they usually help to motivate the team and lead the direction of a project. Personality testing is an interesting subject to be discussed but in my opinion it doesn’t have a big impact on project manager performance as long as they have good leading and communication skills. For example, Steve Jobs did an excellent job leading apple in the same way Tim Cook is doing a great job leading apple both have different personalities. So I think competency is what can make a good project manger rather than personality.
I think it depends on the project manager and the people who they work with. A project manager who is extroverted may not need to have quiet time with their employees if their employees function fine under their method of management. Quiet or introverted project managers may not need to communicate loudly with their team members to achieve success.
That being said, a good manager is most likely able to find a balance of both and is able to determine which method to utilize per specific scenarios. I don’t really think that being extroverted or introverted is an outright personality trait; in reality either method of behavior is a skill that can be strengthened through practice.
I tend to lean towards extroverted management, but have spent a lot of time improving my ability to quietly plan and work with others.
It’s a skill and an ability to shift between both makes for the most efficient sort of management. Or at least I think so.
Competency is different from personality. There are out-going project managers who could motivate project team as well as quiet project managers who are good in project planning. Some researchers have recommended to have personality test to shortlist project manager with the right personality to manage the particular type and context of project to ensure project success.They might have the skills and experience but might not have the required personality to manage certain type of projects. What impact do you think project manager's personality have on project success?
The challenges are:
- How should out-going or extroverted project managers to have quiet time to do detailed project planning and reporting?
- How should quiet or introverted project managers to communicate well with team members and influence key stakeholders?
Most successful project managers tend to fall into one particular personality type – the ISTJ. ISTJ stands for introversion, sensing, thinking, judgment. These four elements are a part of the MBTI ( Myers-Briggs Type Indicator) as the key standout traits of successful project managers
Competency is different from personality. There are out-going project managers who could motivate project team as well as quiet project managers who are good in project planning. Some researchers have recommended to have personality test to shortlist project manager with the right personality to manage the particular type and context of project to ensure project success.They might have the skills and experience but might not have the required personality to manage certain type of projects. What impact do you think project manager's personality have on project success?
The challenges are:
- How should out-going or extroverted project managers to have quiet time to do detailed project planning and reporting?
- How should quiet or introverted project managers to communicate well with team members and influence key stakeholders?
In a 1995 study on emotional intelligence by Daniel Golemon, he suggested that success (let's put it in project management scope) equates to 70% interpersonal skills and 30% technical skills. I think the dichotomy between competency and personality goes hand in hand with technical skills and interpersonal skills. However, I do not believe that just because someone is introverted, they lack interpersonal skills. One can be introverted but still be easy to get along with and be an adept communicator. On the contrary, just because someone is extroverted does not mean they will be a great communicator. When it comes down to it, I think one's ability to communicate effectively is a better indicator of the type of projects that would best align with their management style. Projects that require a lot of correspondence with stakeholders and team members may not be the best project for someone who is not the best communicator. However, more independent projects might be the perfect project for someone who is still building communication skills.
@jteamer I enjoyed reading your response as well as the comment to which you were taking the time to reply. I found this portion of the lecture to be interesting. As a public classroom teacher with my masters in administration, I find my perspective on the matter to be something that I feel I see in my day-to-day life in the education sector. I also think that there's much from that avenue that can be useful in other areas such as project management. So let's get on to it...
I do happen to agree that those who are introverted or extraverted should not be placed in boxes and assumed to have only particular strengths or weaknesses that will simply categorize them as good or poor leaders. I do believe that either has the potential to be a good or poor leader. It matters most, in my opinion, that the leader recognizes his/her strengths and weakness and takes the time to ensure that those areas which are lacking are fortified in the ways that are needed. For example, as a principal, it would likely be in my best interest to make sure that I hire other administrations and teachers who have the characteristics that would shine brightly in my school even if I do not directly have those exact characteristics myself. People at various stages can grow and learn from others, but they need to have growth fostered. That can happen in many ways and even when it is not expected.
Someone with the personality to bring people in the door may not necessarily be the one who is best to articulate what is best for business. In a sense, I guess there's the usher and the closer. I see it as a team effort as opposed to just an individual. I will, however, say that it does not mean one person is not capable of doing the entire job. I just think the person in that position has to see what is best at the time.
Hello,
Yes, I do agree that competency is different from personality. I work within a federal agency and there is definitely a plethora of personalities within one organization with a great deal of red tape which at times make it difficult to be personable within the organization. I agree with your thoughts basically you are saying that there are two types of project managers and the energy that they bring will influence the outcome of the project. Yes, this is true, however, a small twist to that could be having a "leader within the group" without the title of leader. The phrase lead from behind the sidelines is something that management uses and sometimes abuses to get employees to step up to take on roles like Lead for particular projects without bestowing on them the title of the project manager. I see this all the time in the federal system and it's usually referred to as "Details" they are temporary project leadership positions that end once the task is successfully completed. I have seen where some companies focus more on the "soft skill set" when looking to hire people into the company based on what role they want the employee to assume. Project managers should have a balanced set of soft skills in order to ensure that projects are successful with team members.
An out-going project manager can set themselves a schedule to produce quite a time to do the detailed planning and reporting of their project.
Quite or introverted project managers will have to acquire the skill set of being social, it will be something that they would have to learn. Being social is a skill set and it can be learned.
Thank you.
I do believe competency goes hand and hand with personality because the ability to do something successfully is based on an individual's personality. Based on an individual's personality they may be an introvert or extrovert. However, their personalities should not allow them to be placed in a box. However, when managing a project it would be best if an extrovert leads the project when dealing with other businesses, and stakeholders when speaking with them. They must allow time for themselves to focus and plan the projects. They can create a schedule that will allow them to create annual reports that will keep them on schedule for their project. An introvert may not be the best option when bringing ideas and input for the project. When it comes to project managers, they should have both personalities, because both are needed to run the business. In order for them to speak out with stakeholders, an introvert may practice amongst his/her project members to focus on speaking in front of people. They also watch videos to prepare to speak in front of stakeholders and by doing these tasks, they should become more outgoing.
I, too, believe that competency and personality are different but go hand in hand. A person can be competent, yet a poor project manager due to a lousy personality or a great personality, yet not competent and still a poor project manager. In both situations, as project managers, they probably not be successful. I have seen a competent project manager and knowledgeable; however, they did not have an ideal personality, leading to many members of the team resigning and the project discontinued. A project manager's personality can have a tremendous impact on the success of a project, although sometimes, the team's personality can outweigh the personality of the manager. This means that the manager may have a flawed personality, but the team is competent enough to make the project a success. If an individual is introverted or extroverted, I think it holds little validity in their capabilities to run a successful project. If both can communicate effectively with their teams, they can both be successful.
Competency is different from personality. There are out-going project managers who could motivate project team as well as quiet project managers who are good in project planning. Some researchers have recommended to have personality test to shortlist project manager with the right personality to manage the particular type and context of project to ensure project success.They might have the skills and experience but might not have the required personality to manage certain type of projects. What impact do you think project manager's personality have on project success?
The challenges are:
- How should out-going or extroverted project managers to have quiet time to do detailed project planning and reporting?
- How should quiet or introverted project managers to communicate well with team members and influence key stakeholders?
I agree that competency is a lot different than personality type. At the same time, personality type is on a greater spectrum than extroverted and introverted. When I think of competency in the scope of project management, I think about one's technical ability. As we learned in a lecture for a project management course, technical skills comprise 30% success. So with that being said, I think the emphasis when trying to determine if someone is a good fit for a specific project should fall more heavily on their personality type. Furthermore, I do not think that extroverted versus introverted are good indicators of someone's aptitude or attitude for/toward a specific project. I think that someone's willingness to collaborate and lead are better personality indicators. If someone is very collaborative and has strong leadership skills, then you can place them on a project that has a lot of moving pieces and a lot of stakeholders, such as an international-based project. On the contrary, someone who is still building those skills or has a more independent personality base might be better suited for smaller local projects that don't have as many moving pieces. Either way, both types of people can be an asset to a project management team on a project conducive to their personality type.
Project managers are crucial to the progress or loss of a project or organization because they help to inspire the team and guide the project's path. Personality assessment is a fascinating topic to debate, but in my view, it has no bearing on project manager success whether they have excellent leadership and communication skills. Communication skills are undeniable strengths that competent project managers can possess, and I completely agree with you. When it comes to the qualities of a team leader, I used to think that an extrovert attitude outshines an introvert, but working with him gave me a new outlook on the whole debate. I believe his or her position as a leader can still be competent as long as he or she is able to communicate knowledge and prepare effectively.
Competency is completely different from personality. Competency can be taught. Personality is innate. In fact, approximately 15 years ago I sold personality assessment tools as a part of a larger solution. Hence I’m not surprised to hear many organizations still “leave to chance” the success of projects. Personality assessment tools ensure the right person is hired for the right job, and even project in some cases. Further, as it pertains to the question: how do you convince an “out-going” manager to settle themselves and how do you get an introverted manager to communicate with team members and stakeholder? The answer is straight-forward. For both, it is the time management competency, which can be taught. Extroverted managers need to schedule quiet time into their day – just do five meetings instead of seven. Introverted managers need to prepare all meetings in advance with agendas. These strategies will serve the respective managers well.
Regardless of personality type, extroverted or introverted, this should not be a hindrance bringing a team together to effectively produce results. Each personality type has its own way of communicating and accomplishing tasks. People are multifaceted individuals, which a project manager should be multidimensional as well and not rely on one personality trait or skill to make them successful. Depending on the work culture, maybe it is assumed an extroverted or introverted projected manager should be able to perform a task the opposite of their personality, taking quiet time or communicate effectively, respectively. The work will still get accomplished regardless of personality type. There should also be teams of individuals who work under project managers with varying personality traits, who can sufficiently follow the lead of the project manager. If a project manager is extroverted or introverted, he/she should remain true to themselves, which is the most effective way to accomplish any task.
