What is your change leadership style? 3-minute read Written by Shawn Bakker, Lead Psychologist Change is a constant in organizations. While the situations may differ, the challenge is the same: helping people move from where they are to where they need to be. How you lead during these moments is strongly influenced by your personality preferences, particularly Thinking (T) vs. Feeling (F) and Judging (J) vs. Perceiving (P). These preferences shape what you naturally pay attention to during change, how you make decisions, and what you may unintentionally overlook. Change Leadership Styles Being aware of your change leadership style can help you anticipate gaps, adjust your approach, and lead change more effectively. Each style brings clear strengths during change and predictable risks if overused. TJ Leaders (Thinking-Judging) INTJ, ENTJ, ISTJ, ESTJ Approximately 50% of managers When it comes to change, you tend to: Organize and structure work, resources, and people to achieve goals Make decisions quickly and move into action Take clear positions so others know where you stand Be aware that you may: Decide too quickly and move ahead before others are ready Overlook the impact decisions have on others TP Leaders (Thinking-Perceiving) INTP, ENTP, ISTP, ESTP Approximately 26% of managers When it comes to change, you tend to: Seek out, analyze, and organize large amounts of information Take a hands-off approach to leadership, empowering others to act Remain flexible and open to different ideas and work styles Be aware that you may: Provide too little direction for those who need clarity Delay decisions longer than is helpful FJ Leaders (Feeling-Judging) INFJ, ENFJ, ISFJ, ESFJ Approximately 13% of managers When it comes to change, you tend to: Be motivated by values, purpose, and the group’s mission Seek input and involve others in decision-making Work toward consensus and harmony Be aware that you may: Focus on relationships at the expense of task completion Put off tough decisions and avoid confronting difficult people FP Leaders (Feeling-Perceiving) INFP, ENFP, ISFP, ESFP Approximately 11% of managers When it comes to change, you tend to: Coach, encourage, involve, and energize others Gather information and respond quickly to shifting circumstances Stay adaptable and respond quickly to changing environments Be aware that you may: Change direction so quickly that you appear inconsistent Resist structure and undervalue the need for systems and processes Leading Change More Effectively Given the large number of leaders with TJ preferences – 50% – the focus on tasks, planning and organization is usually well represented in most organizations. Paying attention to people’s values and needs is often missed during change initiatives. This imbalance is a common reason why organizations are unsuccessful in their change efforts. While plans may be sound, change is difficult to sustain when people feel unheard, are uncertain, or disconnected. Effective change leadership requires balance between: People and tasks Logic and values Planning and adaptability For leaders operating in constant change, awareness of your natural focus and blind spots is critical. Adjusting your approach helps others navigate change more successfully and improves the quality of decisions along the way. additional Resources Managing Uncertainty at Work: What It Looks Like – and What to Do About It Flexibility at Work: Managing Uncertainty Effectively Planning for Workplace Uncertainty | Psychometrics Canada Managing Uncertainty at Work: Building Stress Resilience
