ENFJ
FeNiSTienfjENGAGING MOBILIZERS
1
Favorite process
EXTRAVERTED
FEELING
FEELING
2
Second process
INTROVERTED
INTUITION
INTUITION
3
Third process
SENSING
4
Fourth process
INTROVERTED
THINKING
THINKING
EXTRAVERSION
INTUITION
FEELING
JUDGING
Setting Direction
Assets: ENFJ leaders tend to...
- Galvanize people around the shared values and purpose of an organization
- Be decisive and action oriented
- Be able to easily envision the deepest meaning for the organization
- Focus on outcomes, especially those that affect customers or staff
Challenges: ENFJ leaders tend to...
- Be seen as overzealous or inflexible when their natural passions are ignited
- Fail sometimes to give data sufficient consideration and then lack the evidence to back up their opinions
- Yield too much to others’ input, especially when they feel their preferred direction is not supported by others
- Receive others’ concerns as challenges and react dogmatically
Inspiring Others to Follow
Assets: ENFJ leaders tend to...
- Inspire commitment and motivate people to accomplish results
- Notice and appreciate others’ current contributions
- Be generally welcoming and appreciative of people with different backgrounds
- Create a supportive, sincere, and passionate team environment
Challenges: ENFJ leaders tend to...
- Have difficulty maintaining the professional distance needed for organizational perspective
- Take criticism personally, even experiencing it as disloyalty
- Take on others’ problems as personal burdens
- Become easily frustrated with others’ slow development
Mobilizing Accomplishment of Goals
Assets: ENFJ leaders tend to...
- Be great at modeling follow-through; others can count on them to deliver
- Readily figure out what needs to be done once the problem is identified
- Delegate effectively and provide appropriate stretch assignments to accelerate development
- Easily see people’s potential and help them develop to build on their strengths
Challenges: ENFJ leaders tend to...
- See only positive data and details and avoid acknowledging signs of difficulty, including poor performance
- Overattend to relationship needs at the expense of completing critical tasks
- Avoid conflict, even when the organization’s performance is suffering
- Appear sometimes to be hypercritical of authority; this may cause loss of credibility with senior leaders