CORRELATION BETWEEN ARMY OFFICER PERSONALITY TYPE,

RELATIONSHIP BETWEEN ARMY OFFICER PERSONALITY TYPE,COMBAT IDENTIFIER, LEADERSHIP STYLE,AND CAREER SATISFACTIONA thesis presented to the Faculty of the U.S. ArmyCommand and General Staff College in partialfulfillment of the requirements for thedegreeMASTER OF MILITARY ART AND SCIENCEGeneral StudiesbyEARL D. RUSSELL, MAJ, US ARMYM.A., Education Touro University International, Cerritos, California, 2008B.S., Education, East Central University, Ada, Oklahoma, 1998Fort Leavenworth, Kansas2011-02Approved for public release; distribution is unlimited.

Form ApprovedOMB No. 0704-0188REPORT DOCUMENTATION PAGEPublic reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing datasources, gathering and maintaining the data needed, and completing and reviewing this collection of information. Send comments regarding this burden estimate or anyother aspect of this collection of information, including suggestions for reducing this burden to Department of Defense, Washington Headquarters Services, Directorate forInformation Operations and Reports (0704-0188), 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302. Respondents should be aware thatnotwithstanding any other provision of law, no person shall be subject to any penalty for failing to comply with a collection of information if it does not display a currently validOMB control number. PLEASE DO NOT RETURN YOUR FORM TO THE ABOVE ADDRESS.1. REPORT DATE (DD-MM-YYYY)2. REPORT TYPE3. DATES COVERED (From - To)16-12-2011Master’s ThesisFEB 2011 – DEC 20114. TITLE AND SUBTITLE5a. CONTRACT NUMBERRelationship Between Army Officer Personality Type, CombatIdentifier, Leadership Style, and Career Satisfaction5b. GRANT NUMBER5c. PROGRAM ELEMENT NUMBER6. AUTHOR(S)5d. PROJECT NUMBERMajor Earl Dean Russell5e. TASK NUMBER5f. WORK UNIT NUMBER7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES)8. PERFORMING ORG REPORTNUMBERU.S. Army Command and General Staff CollegeATTN: ATZL-SWD-GDFort Leavenworth, KS 66027-23019. SPONSORING / MONITORING AGENCY NAME(S) AND ADDRESS(ES)10. SPONSOR/MONITOR’SACRONYM(S)11. SPONSOR/MONITOR’S REPORTNUMBER(S)12. DISTRIBUTION / AVAILABILITY STATEMENTApproved for Public Release; Distribution is Unlimited13. SUPPLEMENTARY NOTES14. ABSTRACTThe dual purpose of this study includes conducting a comparative analysis of historical data and statistically analyzing newdata. First, a comparative analysis will be conducted between the results of this study and a 2005 study by MAJ Laura Garren(then a student at CGSC) concentrating on the relationship between officer personality, combat identifiers, and careersatisfaction. This portion of the study will identify any significant relationship changes in these parameters over the last sixyears.Second, the study dimension of leadership style (transactional and transformational) will be added to the relationship analysisof this study. This portion of the study will show what type individual personalities are dominant in each of the leadershipstyles giving a clearer picture as to why someone with a given personality might lead in a specific way or feel that it isappropriate to lead in a certain way.This paper will identify personality traits that relate with leadership style and determine common links between personality,combat identifiers, career satisfaction and leadership style. The study of personality indicators, through the use of Myers-BriggsPersonality Type Indicator (MBTI) and Boje’s X, Y, Z Leadership Theory, link personality types and leadership styles. Somepersonality types may be more successful in one career path over another. The unique blend of traits of a leader’s personalitycreates his or her leadership style and determines the quality of their leadership ability.15. SUBJECT TERMSLeadership, Personality, MBTI, Transactional, Transformational, CGSC16. SECURITY CLASSIFICATION OF:a. REPORTb. ABSTRACTc. THIS PAGE(U)(U)(U)17. LIMITATIONOF ABSTRACT18. NUMBEROF PAGES(U)10119a. NAME OF RESPONSIBLE PERSON19b. PHONE NUMBER (include area code)Standard Form 298 (Rev. 8-98)Prescribed by ANSI Std. Z39.18ii

MASTER OF MILITARY ART AND SCIENCETHESIS APPROVAL PAGEName of Candidate: Major Earl Dean RussellThesis Title: Relationship Between Army Officer Personality Type, Combat Identifier,Leadership Style, and Career SatisfactionApproved by:, Thesis Committee ChairMatthew W. Broaddus, M.A., MemberPhillip G. Pattee, Ph.D., MemberRobert S. Martin, M.B.A.Accepted this 16th day of December 2011 by:, Director, Graduate Degree ProgramsRobert F. Baumann, Ph.D.The opinions and conclusions expressed herein are those of the student author and do notnecessarily represent the views of the U.S. Army Command and General Staff College orany other governmental agency. (References to this study should include the foregoingstatement.)iii

ABSTRACTRELATIONSHIP BETWEEN ARMY OFFICER PERSONALITY TYPE, COMBATIDENTIFIER, LEADERSHIP STYLE, AND CAREER SATISFACTION, by Major EarlDean Russell, 101 pages.The dual purpose of this study includes conducting a comparative analysis of historicaldata and statistically analyzing new data. First, a comparative analysis will be conductedbetween the results of this study and a 2005 study by MAJ Laura Garren (then a studentat CGSC) concentrating on the relationship between officer personality, combatidentifiers, and career satisfaction. This portion of the study will identify any significantrelationship changes in these parameters over the last six years.Second, the study dimension of leadership style (transactional and transformational) willbe added to the relationship analysis of this study. This portion of the study will showwhat type individual personalities are dominant in each of the leadership styles giving aclearer picture as to why someone with a given personality might lead in a specific wayor feel that it is appropriate to lead in a certain way.This paper will identify personality traits that relate with leadership style and determinecommon links between personality, combat identifiers, career satisfaction, and leadershipstyle. The study of personality indicators, through the use of Myers-Briggs PersonalityType Indicator (MBTI) and Boje’s X, Y, Z Leadership Theory, link personality types andleadership styles. Some personality types may be more successful in one career path overanother. The unique blend of traits of a leader’s personality creates his or her leadershipstyle and determines the quality of their leadership ability.iv

ACKNOWLEDGMENTSThank you to my committee advisors LTC (ret) Matthew Broaddus, Dr. (CDRUSN ret.) Phil Pattee, and CDR Scott Martin for their counsel, advice, and patience. Icould not have completed this endevour without the dedication and profoundprofessionalism of my committee. To Venita Krueger for her patience and expertiseduring the editing process, it is to her that I give thanks for the professionalism of thisproject. A special thanks to Dr. David Bitters for his extensive knowledge and vastassistance with the statistical analysis portion of this study.To MAJ Kirk Junker and MAJ Drew Steadman for their candidness andprofessionalism during many discussions as we progressed through this process together.To MAJ Justin Zimmer for being my sounding board when I became frustrated andsomewhat burned out. He always had a positive attitude and found ways to make melaugh and become reenergized. He has become my best friend and to him I owe muchgratitude.I would also like to thank my father Kenneth Dean Russell for listening to myfrustrations and concerns over many phone calls then providing assurance and guidancethat helped maintain my focus. To my children Madeline Alyse Russell and Owen DeanRussell for their love and laughter during this time we have spent apart – I love you bothwith all of my heart!I give thanks to the Command and General Staff School for the opportunity to dothis research.v

TABLE OF CONTENTSPageMASTER OF MILITARY ART AND SCIENCE THESIS APPROVAL PAGE . iiiABSTRACT. ivACKNOWLEDGMENTS .vTABLE OF CONTENTS . viACRONYMS . viiiILLUSTRATIONS .xTABLES . xiCHAPTER 1 INTRODUCTION .1Thesis Statement . 1Background . 2Problem Statement . 4Purpose. 5Significance . 6Research Questions and Hypothesis . 7Assumptions. 7Definitions of Key Terms . 8Limitations . 10Delimitations . 11Summary . 11CHAPTER 2 LITERATURE REVIEW .13Overview . 13Leadership Styles . 16U.S. Army Leadership Principles . 20Myers Briggs Type Indicator . 23Theoretical Orientation and Conceptual Framework. 25Completed Studies . 29Summary . 32CHAPTER 3 METHODOLOGY .34Research Design . 34Study Population . 35vi

Variables–Dependent and Independent . 36Dependent Variable. 36Data Collection . 37CHAPTER 4 RESEARCH RESULTS .41Research Question and Hypothesis. 43Leadership Style, Combat Identifier, and Career Satisfaction Relationships . 43Leadership Style Relationship With Career Satisfaction . 44Combat Identifier Relationship With Career Satisfaction . 46Additional Observations . 47Summary . 52CHAPTER 5 CONCLUSION.54What Still Needs To Be Done. 55Summary . 57GLOSSARY .60APPENDIX A DA PAMPHLET 600-3, CHAPTER 8 .61APPENDIX B SURVEY .64APPENDIX C SURVEY RESULTS .67APPENDIX D RANK ORDER DATA .74APPENDIX E RAW DATA TABLES .79REFERENCE LIST .85INITIAL DISTRIBUTION LIST .90vii

ACRONYMSCACombat ArmsCEOChief Executive OfficerCGSCCommand and General Staff CollegeCICombat IdentifierCSCombat SupportCSCCommand and Staff CollegeCSSCombat Service SupportDADepartment of the ArmydfDegrees of FreedomENFJExtroversion, Intuition, Feeling, JudgingENFPExtroversion, Intuition, Feeling, PerceivingENTJExtroversion, Intuition, Thinking, JudgingENTPExtroversion, Intuition, Thinking, PerceivingESFJExtroversion, Sensing, Feeling, PerceivingESFPExtroversion, Sensing, Feeling, PerceivingESTJExtroversion, Sensing, Thinking, JudgingESTPExtroversion, Sensing, Thinking, PerceivingFMField ManualHHypothesisILEIntermediate Level EducationINFJIntroversion, Intuition, Feeling, JudgingINFPIntroversion, Intuition, Feeling, PerceivingINTJIntroversion, Intuition, Thinking, Judgingviii

INTPIntroversion, Intuition, Thinking, PerceivingISFJIntroversion, Sensing, Feeling, JudgingISFPIntroversion, Sensing, Feeling, PerceivingISTJIntroversion, Sensing, Thinking, JudgingISTPIntroversion, Sensing, Thinking, PerceivingLdr/CILeadership / Combat IdentifierMBTIMyers Briggs Type IndicatorNFIntuition FeelerNTIntuition ThinkerRQResearch QuestionSBSpecial BranchesSJSensor JudgerSLDIStrategic Leadership Development InventorySPSensor PerceiverSPSSStatistical Package for the Social SciencesT-CITransformational/Transactional – Combat IdentifierTf-CATransformation–Combat ArmsTr-CATransformation–Combat ArmsTr-CSTransformation–Combat SupportTr-CSSTransformation–Combat Service SupportTr-NOTransaction–Non OperationsTr-CSTransaction–Combat SupportTr-CSSTransaction–Combat Service SupportTr-NOTransaction–Non Operationsix

ILLUSTRATIONSPageFigure 1. The Leadership Journey .14Figure 2. The Leadership Requirements Model .20Figure 3. Core Competencies Layered .22Figure 4. Boje X, Y, Z Leadership Theory Model .28Figure 5. Conceptual Framework .29Figure 6. MBTI Validity Comparison .39Figure 7. Myers Briggs Raw Data From Current Study.41Figure 8. Myers Briggs Raw Data From 2005 Garren Study.42Figure 9. Combat Identifier Comparison for 2005 and 2011 Studies .52x

TABLESPageTable 1.Leadership Style Competencies .17Table 2.Myers Briggs 16 Personality Types .24Table 3.Myers Briggs Personality Preferences .25Table 4.Boje Personality Leadership Grouping .43Table 5.Leadership Style, Combat Identifier and Career Satisfaction Test Statistic .44Table 6.Leadership Style and Career Satisfaction Test Statistics .46Table 7.Combat Identifier and Career Satisfaction Test Statistics .46Table 8.Retirement From Service .48Table 9.Leader Belief Test Statistics .49Table 10. Will to Serve and Will to Power .50xi