Individual personality traits and preferences deeply influence leadership. Tools like the Myers-Briggs Type Indicator (MBTI) provide valuable insights into these characteristics, enabling leaders to understand their strengths and areas for improvement better. In this article, we will see how the person with ENFP personality type, marked by high extraversion, intuition, feeling, and perceiving, offers unique leadership advantages. This article explores how ENFP traits can be leveraged in leadership roles and examines the application of the SCARF and Non-Violent Communication (NVC) tools to foster collaboration and achieve team goals. By understanding personality dynamics and employing proven strategies, leaders can create a supportive environment that drives performance and success.
The MBTI assessment revealed alignment with the ENFP personality type, characterized by the following traits: 88% extrovert, 12% intuitive, 56% feeling, and 31% perceiving (Humanmetrics, n.d.). Leaders with a dominant extraversion preference can leverage this trait to foster group cohesion and build a sense of belonging among team members (Rock, 2008). Therefore, the leader with ENFP type must try to avoid overusing feelings, and becoming overly sensitive is crucial, as this may compromise charisma and leadership effectiveness. Recognizing a preference for intuition over sensing, a balanced approach is recommended—using intuition for initial problem perception and involving the team’s sensing abilities for reasoned decision-making.
Tools such as the SCARF model and Non-Violent Communication (NVC) can be implemented to align team dynamics with organizational goals to enhance leadership effectiveness. The SCARF model emphasizes understanding the main drivers of team behavior, categorized into five domains: status, certainty, autonomy, relatedness, and fairness (Rock, 2008). The status reflects the perceived importance of team members, influencing their confidence and performance. Certainty relates to clarity about prospects, while autonomy refers to individuals’ control over their environment. Relatedness determines the sense of belonging, and fairness reflects perceptions of equity within the organization.
Applying the SCARF model involves fostering an environment that minimizes insecurity. Regular meetings and team-building activities can reinforce the importance of individual contributions, enhancing team members’ sense of status, certainty, and relatedness. Transparency in communication promotes fairness, ensuring team members feel valued and secure. In challenging situations, offering options for problem-solving, rather than issuing directives, helps preserve team autonomy and engagement.
The Non-Violent Communication (NVC) framework, rooted in empathy and understanding, further supports effective leadership. As Nuty (2011) outlined, identifying and addressing team members’ needs before providing feedback minimizes conflicts and defensive reactions. This empathetic approach encourages collaboration and motivates self-improvement. Active listening is a key component of NVC, enabling leaders to understand team members’ needs better and demonstrate genuine empathy. Additionally, seeking the underlying needs behind negative or critical messages can prevent defensive responses and foster constructive dialogue, helping leaders address concerns and enhance team cohesion.
Effective leadership stems from understanding one’s personality traits and leveraging them to build a cohesive and high-performing team. The ENFP personality type offers unique strengths that can be maximized by implementing tools such as the SCARF model and Non-Violent Communication strategies. Leaders can enhance team collaboration and performance by creating an environment that values status, certainty, autonomy, relatedness, and fairness. Simultaneously, empathetic communication rooted in NVC principles fosters trust and mutual understanding. When leaders integrate personality insights with practical strategies, they empower their teams to achieve shared goals and drive organizational success.
References
Humanmetrics. (n.d.). Jung typology test. http://www.humanmetrics.com/personality/enfp-type?EI=88&SN=-12&TF=-56&JP=-31
Nuty, J. (2011). A training manual on non-violent communication. Society for Nutrition Education and Health Action.
Rock, D. (2008). SCARF: A brain-based model for collaborating with and influencing others. NeuroLeadership Journal, 1.