Management Team Roles Indicator

Management Team Roles Indicator

The Management Team Roles (MTR-iTM) model developed by Steve Myers takes Jung’s idea of the dominant function and uses this to create the eight roles as follows:

(Fe) Coach

(Fi) Campaigner

(Ne) Explorer

(Ni) Innovator

(Se) Sculptor

(Si) Curator

(Te) Conductor

(Ti) Scientist

Those familiar with the MBTI will be familiar with the dominant functions. For those less familiar with Jung’s concepts of the dominant and orientation of the functions then this is an opportunity to approach these ideas in a practical manner.

Why use MTR-i

This is one of the most useful approaches for analysing and exploring team behaviour and team dynamics. Based on the work of Carl Jung it takes Psychological Type into new areas. All those familiar with Psychological Type (perhaps through the MBTI© or the Type Dynamics Indicator - TDI©) will immediately find it fits with their approaches but introduces new ideas and approaches. Unlike other questionnaires it addresses team behaviour directly. Used alongside the personality and preference questionnaires it introduces a clear behavioural link to tasks, activities and work challenges.

How to use MTR-i

For some it is used to build on people’s experience of Psychological Type. Increasingly it is used as the first step since it provides a more direct initial analysis of the requirements of a situation. This analysis can then be used in a number of ways including the more personal approach, which explores the issues in terms of personality and preference.

What is MTR-iTM methodology?

The MTR-iTM makes an extremely useful addition to team development situations. Used alone it explores Type as a response to important situations. This avoids the issue of personality and allows a team to address what is needed in a non-threatening and practical way. When used in conjunction with the associated ITPQTM (Ideal Team Profile Questionnaire) and CTCQTM (Collective Team Competencies Questionnaire) it provides a comprehensive map for how a team needs to meet the challenges it faces – a direct, practical application of Type ideas.

The MTR-iTM is also extremely useful when used alongside other Type indicators. This is particularly true when used in conjunction with the TDI®, which was developed to enable people to explore the complexity of their preferences (see the Team Focus ‘4Selfs’ model1 ). Together, the TDI® and MTR-iTM provide a comprehensive exploration of the 4 selfs – and demonstrate the limitations of more common Type preference indicators.

MTR-I and Belbin

The MTR-i team roles do not correspond with the Belbin team roles - they are a new set of roles, having been produced on a different theoretical basis. A study undertaken by Henley Management College (Higgs, 1996) showed that, although there may be some loose correlations, there is not a clear relationship between Belbin and the MBTI (based on the same underlying theory as the MTR-i).

MTR-I and MBTI

The Myers-Briggs Type Indicator is a model of personality preferences. It identifies characteristics and traits that are associated with the person.? The MTR-i is a team roles model. It identifies what kind of contribution is being made to the team. Whereas MBTI type is inborn, MTR-i team roles change from situation to situation, in accord with the demands of the environment.  The MTR-i complements the MBTI by enabling a comparison between preferences and roles being performed. The MTR-i does not measure the same things as the MBTI.

Any personality type can undertake any team role. However, there is a strong link between the two models, based on the theory of Carl Jung. Both models and questionnaires are concerned with the Jungian functions or function-attitudes. The differences are:

The MBTI indicates which Jungian function-attitudes are preferred. (Everyone uses all the Jungian-functions, no matter what their preferences.) The MTR-i indicates which Jungian function-attitudes are primarily being used at present. (Irrespective of which function-attitudes are currently being used, one's underlying preference may be different.) 

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