The Relationship Between MBTI and Career Success---for Chinese Example

Chen Yu
Zhejiang Gongshang University

Abstract
The purpose of this study was to examine the relationships MBTI personality traits and career success, 147 employees were assessed. The results were as follows: (1)There was a significantly positive correlation between extraversion and career success.(2) Career success is not significantly different between 16 MBTI types.

Key WordsCareer success, MBTI, Extraversion

INTRODUCTION
Career success refers to the real or perceived achievements individuals have accumulated as a result of their work experiences. Career success also is defined as the accumulated positive work and psychological outcomes resulting from ones work experiences (Seibert &Kraimer, 2001).It improves peoples quantity or quality of life, which has also been defined as objective and subjective elements of achievement and progress of an individual through the vocational lifespan. Objective career success has been operationalized by pay, promotions, and/or position (Ng et al.,2005).Subjective career success is most commonly operationalized as career or job satisfaction(Gattiker&Larwood, 1988;Judge et al., 1995). Career success is of concern not only to individuals but also to organizations. At the individual level, career success refers to acquisition of materialistic advancement, power, and satisfaction (Gattiker and Larwood,1990, 1988; Judge et al., 1995; Poole et al., 1991). Thus, individuals with high career success feel happier and more successful about their careers relative to their own internal standards. Knowledge of career success helps individuals develop appropriate strategies for career development (Aryee et al., 1994; Ellis and Heneman, 1990). Therefore, employees personal success can eventually contribute to organizational success (Judge, Higgins, Thoresen, & Barrick, 1999). At the employer level, knowledge of the relationship
Sponsorship: National Natural Science Foundation of China (70972135)

between predictors, such as personality and career success can help employer design effective career systems and policy. Sociological research on the determinants of career careers is quite extensive. A recent review of the career success literature (Tharenou, 1997) identified several categories of influences on career success. The most commonly investigated influences were human capital attributes (work experience, training, education) and demographic factors (age, sex, marital status, number of children).Although these classes of influences have provided important insights into the determinants of career success, there is room for further development. Specifically, little research has entertained the idea that career success may have dispositional causes. There have been a few exceptions. The purpose of this paper is to examine the dispositional correlates of career success. Specifically, we link traits from the MBTI model of personality to career success.

RELATED LITERATURE AND HYPOTHESIS

Success is an evaluative concept, evaluation requires judges and a criterion against which an outcome can be assessed. Research concerned with success must therefore consider to whom and by what criteria a given indicator connotes success. The most meaningful distinction about who is judging success is probably whether individuals are judging their own success or others are judging for them. If success is to be judged reliably by others, the criteria used must be relatively objective and visible to others. When individual career success can be defined as the real or perceived achievements individuals have accumulated as a result of their work experiences(Judge et al., 1995).Consistent with previous research, we chose to partition career success into extrinsic and intrinsic components. Extrinsic success is relatively objective and observable, and typically consists of highly visible outcomes such as pay and ascendancy (Jaskolka, Beyer, &Trice, 1985). Although individuals probably also assess their own success by these objective criteria, more subjective measures are needed to tap possible

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individual differences in feelings about these objective accomplishments; examples of measures that have been used include job satisfaction and employment goals reached. Researchers from a wide variety of disciplines continue to investigate many psychological characteristics that could contribute to career success. For example, Thomas & Daniel (2010) examined the mediating processes through which human capital (e.g. education and work experience) contribute to objective indicators of career success (e.g. salaries and promotions). Career choice (Gattiker and Larwood, 1990), success criteria (Poole et al., 1991), or human capital (Judge et al., 1995) are also some examples of more recent determinants of career success that have been examined It is important to point out that personality is found to be important in many other related domains of organizational behavior, including leadership (e.g., Lord, Devader, & Alliger, 1986), job performance(e.g., Barrick & Mount, 1991), and job satisfaction (e.g., Judge, Locke, Durham,& Kluger, 1998).Meta-analytic research had demonstrated a positive relationship between conscientiousness and job performance (Barrick & Mount,1991).Barrick,et al.(1993)affirmed that sales representatives high in conscientiousness were more likely to set and be committed to sales goals and conscientiousness is related to job performance. Although we draw from research relating personality traits to job performance and job satisfaction in developing our hypotheses, career success is conceptually and empirically distinct from these work outcomes. Job performance reflects ones level of effectiveness in performing specific job tasks and duties and is measured with respect to a specific job (Greenhaus &Parasuraman, 1993). In contrast, career success represents the material rewards an individual accumulates over a sequence of jobs (Judge et al., 1995). Turban and Dougherty(1994)affirmed the link between personality (including locus of control, self-monitoring, self-esteem, and negative affectivity) and career success. Victor P. L and Margaret A. S.(1999)proposed that several personality traits (locus of control, self-monitoring, self-esteem, optimism, and machiavellianism) along with job performance and person-environment fit are determinants of career success. Judge, et al.(1999)found conscientiousness positively predicted intrinsic and extrinsic career success, neuroticism negatively predicted extrinsic success, Personality was related to career success controlling for general mental ability. John & Paul (2006) indicated that there were direct relations between personality traits and career success, such as extraversion, emotional stability agreeableness, conscientiousness and openness to experience was negatively related to earnings. It is concluded that personality characteristics contribute importantly to career success.

Extraversion is a prominent and key factor in personality psychology, typically, extraversion is consisted of sociability. Extraverts are more sociable, more active and impulsive, less dysphoric. High levels of extraversion indicate sociability, warmth, as sertiveness, and activity, whereas individuals low on extraversion may be described as reserved, sober, aloof, task-oriented, and introverted(Seibert&Kraimer,2001, p.3). Extraversion was related positively to salary level, promotions, and career satisfaction. Thus, we believe it is reasonable to expect that: H1: The extraversion traits will contribute to the prediction of career success.

MBTI
For personality traits, the Myers-Briggs personality type theory has gained widespread acceptance. MBTI provides a framework for examining similarities and differences in deal with information and outer world. Jung affirmed that two basic differences exist among individuals in how they prefer to use their minds and how their core personality develops (Myers, 1993). The first difference is related to how individuals perceive or take in information about experience, or what Jung called perceiving (P). Jung claimed that people perceive experience in two contrasting wayseither via sensing (S)--directly through the five senses, or via intuition (N)--indirect attention to associations and relationships in experience. The second basic difference is related to how individuals make conclusions about that which they have perceived. Jung called this aspect of personality judging (J). He argued that individuals evaluate their perceptions either by thinking (T)--a logical process, or by feeling (F)--personal or social values. Jung, then, saw the perceiving and judging processes as forming the core of all human personalities and individual preferences for S over N or T over F (or vice versa) as providing the basis for differences in human behavior(Opt SK, Loffredo DA,2003). MBTI is used in all kinds of settings, including counseling, education and work background help people to understand themselves and fielding supervisor, team building. Goby, V.P.(2006) found personality (MBTI) affects choice of online or offline options, with an especially significant correlation between online/offline choices and the dimension of extraversion and introversion.Harrington,R,&Loffredo,D.A(2010)also claimed personality type played a significant role in preference for online versus face-to-face instruction. Moore, et al.(2004) indicated MBTI can assess students needs, determine issues in supervisory style and enhance supervisor-student relationships. Kuipers,B.S et,al.(2009).found MBTI can be used as an instrument for personal development and as a vehicle for group members to gain a better understanding of each other.

To sum up, the following hypotheses will be tested in this study: H2: There is no significant difference in career success between 16 MBTI personality types.

PARTICIPANTS
The data for this study were obtained 147 employees from many companies, such as manufacturing company, consulting company, high technology companies and so on. Job titles included managers (82%),technology personnel (2%),operator personnel (4%), and other service personnel (12%).Of the total sample,30% were male and 70% were female. Relative frequencies by age group were: younger than25, 1.3%; 25 to 30, 72.7%;31 to 35,18.7%, 36 to45,6%older 46 1.3%. A recent comparative study of nine countries found no differences in career success based on occupation or country and most demographic variables.(Betty et al., 2007), Another comparative study of Australian and Malaysian managers also found no significant differences between the two groups with regard to career identity and career planning commitment (Noordin et al., 2002). Therefore, we expect personality to influence career success as predicted by western models of career success though little research addressing the specific issues of this study in a cross-cultural context.

development of new skills. Greenhaus et al. (1990) reported an acceptable level of internal consistency for this scale (alpha = .88). In the present study, the coefficient alpha reliability estimate was .80. At the same time, several measures were employed as control variables(e.g. age, education and tenure). The MBTI instrument consists of 99 items that force respondents to choose between one of two answers that reflect the two poles for each specific index (E-I, S-N, T-F, and J-P). Each response is weighted 0, 1, or 2 points, and the total points for each index indicate a persons preference on that pole. The MBTI Self-Scorable is a reliable and valid instrument, which is developed by an organization named Beisen in Beijing. Split-half reliabilities for the instrument range from.86. Test-retest reliabilities for the instrument range from .75.

RESULT
Means, standard deviations among the study variables are presented in the table 1.
TABLE 1 MEANS, STANDARD DEVIATIONS OF STUDY VARIABLES N=147 Variable M SD

VARIABLE MEASUREMENT
Career success is dened as the satisfaction individuals derive from intrinsic and extrinsic aspects of their careers, including pay, advancement, and developmental opportunities (Judge et al., 1995). Career success captures an individuals long term satisfaction with his/her career (Judge et al., 1995). Career success is an evaluative concept. Evaluation requires judges and a criterion by which an outcome can be assessed. Therefore, research related to career success must consider to by what criteria. Judge their own career success, individuals can use internalized aspirations and feelings that are not visible to others as criteria; the results of such judgments are relatively subjective internal states or feelings. In the study, career success is evaluated by subjective feelings, career satisfaction. Career satisfaction was measured with the five-item scale developed by Greenhaus, Parasuraman, and Wormley (1990), which appears to be the best measure available in the literature (Oberfield, 1993). The five items are: (a) I am satisfied with the success I have achieved in my career; (b) I am satisfied with the progress I have made toward meeting my overall career goals; (c) I am satisfied with the progress I have made toward meeting my goals for income; (d) I am satisfied with the progress I have made toward meeting my goals for advancement; (e) I am satisfied with the progress I have made toward meeting my goals for the

1.Age 2.33 0.67 2.Education 3.71 0.51 3.Tenure 8.66 3.21 4.Extraversion 2.89 0.85 5.Career success 3.43 0.51 Notes: Education, Below Bachelors degree=1,Bachelors degree=2,Above Bachelors degree=3Age, Below 25=1, 25-30=2, 31-35=3,36-45=4, Above 46=5

Spearsons correlations among the study variables are presented in the table 2.
TABLE 2 COEFFICIENTS & CORRELATIONS OF STUDY VARIABLES N=219 Variable 1 2 3 4 5 1.Age 2.Education .13 3.Tenure .14 .57** 4.Extraversion .08 .16 .15 5.Career success .08 .15 .15 .33** ** p<0.01,* p<0.5

The spearman correlation coefficient was tabulated.Table2 shows that extraversion is significantly correlated to career success. Table 3 summarizes the participants profiles from the MBTI instrument.
TABLE 3 MBTI PROFILES OF PARTICIPANTS (N=147)

Profile ENFJ INFJ ESFJ ISFJ ENTJ INTJ ESTJ ISTJ ENFP

n 25 14 28 19 10 2 10 9 10

INFP ESFP ISFP ENTP INTP ISTP

3 13 4 1 1 1

Note.I=Introversion;E=Extraversion;S=Sensing;N=Intution;F=Feelin g; T=Thinking;J=Judging;P=Perceiving

Our interest lies predominately with differences. Specifically, we examined if there is differences between MBTI 16 types. Therefore, we used compare-means analysis to test the H2. We compared respondents career success between15 MBTI types. Compare-means tests indicated that career success did not statistically differ in terms of MBTI types (F=1.422,p =.17).

DISCUSSION
Organizations are facing big pressures in multiple areas (economy, market, technology, structure, society in general) to adjust to the new, evolving demands of their constituencies and to become more efficient and competitive within their environments. These new demands will likely necessitate changes in managing and helping their employees careers. Career success is defined as the positive psychological outcomes or achievements one has accumulated as a result of experiences over the span of career or working life. It is widely acknowledged that individuals and organizations should share responsibility in managing and controlling the process and the challenging nature of career success because nowadays the models of careers are experiencing differently as compared to previous decades. Because careers and environment are changing, and there is widespread agreement among researchers and practitioners that career success is no longer solely determined by some well-defined variables. However, in todays contemporary work environment, most of employees are also likely to need organizational support in developing their careers. Consequently, employees who receive more organizational support are likely to enhance their opportunities for career advancement, which, in turn, have higher level organizational commitment, organizational citizenship behaviors, and so on. In a word, employees career success can eventually contribute to organizational performance, so, employers should take care of their career success to exchange their organizational commitments. Therefore, organizations should care antecedents of career success. Career success can be affected by the accumulated interaction between a variety of individual, organizational and societal norms, behaviors, and work practices. Studies of career success must consider motivation, human capital, personality, and dispositional factors. Seibert&Kraimer(2001) tested a model linking

proactive personality and career success through a set of four behavioral and cognitive mediators. Judge, Higgins, Thoreson, and Barrick (1999) investigated the relationship of traits from the 5-factor model of personality and general mental ability with career success in a longitudinal sample of California residents who were followed from childhood in the 1920s and 1930s for up to 60 years. Several of the personality dimensions (conscientiousness, neuroticism) and general mental ability correlated with the success measures, when measured in both childhood and adulthood, providing a valuable longitudinal perspective. Turban and Dougherty (1994) also affirmed the link between personality (including locus of control, self-monitoring, self-esteem, and negative affectivity) and career success. In fact, not all personality traits can effect career success, as Bowles et al. (2001) note, some of the personality traits that were found to increase earnings(can be looked as objective career success), like for example, machiavellianism (which corresponds to low scores for agreeableness), could be considered character flaws rather than traits to be promoted. In a word, some personality (such as proactive, extraversion) could have a determinate effect on career success. Contingent upon the finding, it is crystal clear that individuals career success could be improved upon if their personality fits environment in their career experience. This study indicated extraversion can affect career success. According to LMX theory, it can be seen that high quality individuals reap a great deal of individual as well as organizational benefits, including organizational support, job satisfaction and career success. What kinds of individuals are likely to be selected by their supervisors for high quality LMX and enjoy preferential treatment accordingly? To illustrate, supervisors are more likely to foster high quality LMX relationship with the individuals if they are extravert, are viewed as trustworthy, and are willing to go above and beyond their designated duty. On the other hand, more supervisory communication led to more exchange of information and official authority to direct. Huseman, Hatfield, Boulton, and Gatewood (1980) developed seven types of communication that occurred in supervisor-subordinate relationships. Miles et al.(1996)found four dimensions of supervisory communication behaviors that can reflect working and social communication in supervisor subordinate relationships. Usually, supervisor is more likely to communicate with extravert employees, and they are good at communication. Therefore, it is easier for them to get more preferential treatment and organizational support, which is helpful to their career success. According to MBTI theory, the introvert types draw energy inner world of their thoughts and ideas, they are

likely to be more reserved and limit their social activities to a smaller number of relationships, on the contrary, extravert types from the outer world of people and action. Extraverts are more likely to be gregarious and social across a wide spectrum of relationships. Thus, the introvert peoples career is likely to succeed, especially for that career needs communication.

IMPLICATIONS OF THE RESULTS

In this study, we explored career success differences between 16 MBTI types. We found there no differences in outcomes for 16 MBTI types. Organizations should ensure that all human resources are properly and efficiently utilized. Organizations can benefit by making their diversity management practices. Knowledge of the antecedents to career success should provide certain advantages to organizations attempting to select and motivate employees. The study of personality and career success is particularly useful since some (e.g., Leana, 2002) have observed that individuals commitment to organizations has diminished over recent years. Extraversion could play a particularly important role under these circumstances. Organizations that seek to attract and retain the best possible employees can benefit from an understanding of what leads to their career success. An understanding of the process by which career success is created could therefore allow organizations to attract applicants whose higher levels of extraversion and, in turn, to be satisfied and committed to their job and career.

LIMITATIONS AND FUTURE RESEARCH

SUGGESTIONS

As with any study, the study should have certain limitations. This study has several particular limitations that should be noted. Firstly, this study was limited by the set of factors that were proposed to be linked to career success. Although there are many predictors that have been examined in previous models of career success, the study just investigated the impact of personality. Recent models of career success have included a number of personality variables. For example, Seibert et al. (1999) suggest that career success is a cumulative outcome, the product of behaviors aggregated over a relatively long period of time. They argue that proactive individuals receive greater career succeed and are more effective in shaping their own work environments than less proactive individuals. While this study did not investigate other personality traits influencing career success. One area of future research should concern the influence of various personalities on career success. Secondly, because of the lack of sufficient information, we were not able to search for moderators for some relationships. Third, future research can provide additional

information and extensions to these findings. For example, more information is needed on the mechanisms through which personality, especially extraversion translates into career success. Career success can be evaluated subjectively or objectively. The study did not identify what are the different types of career success. Future research should examine objective or both. Broadly speaking, three conceptual approaches to career success can be identified that highlight predictors of career success. These can be referred to as individual, structural and behavioral. We focused mainly on the personality as the main predictor of career success. However, as indicated in other studies(e.g.Ballout,2007),career success are sometimes influenced by environment factors , ability, human capital and so on, future studies should capture their influence. We should also note that the results do not reveal causal processes (or even causation). Most of the research in career success has concerned predictors (such as personality, human capital, organizational support, person-environment fit) correlate with career success. Because career success is likely affected by these variables, future research should investigate the degree to which the effects of personality on career success are mediated through other variables. As regards future research, the reasons why extraversion can have a positive relationship with career success and why career success is not different between 16 MBTI types should be explored further. Because so little research has investigated the relationship between MBTI and career success, future research should attempt to replicate these results with larger, more diverse samples and develop process models that may explain why extraversion have associations with career success. Admittedly, the implications presented are speculative. However, they are realistic. From a managerial standpoint, future research needs to move beyond the current status quo and explore these important issues.

CONCLUSION
This study examined the relationship between personality and career success. This study also contributes to career research. Ng et al.s (2005) meta-analysis summarized that currently there are four categories of predictors of career success: human capital, organizational sponsorship, socio-demographic status, and stable individual difference. Against the background of meager research on the MBTI antecedents of career satisfaction, this study makes a proactive attempt in exploring one important factor, MBTI and extends the line of research to career success. Because so little research has investigated the relationship between MBTI and career success, future

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