Despite its wide use as a tool to enhance leadership development, the current way in which the Myers-Briggs Type Indicator (MBTI) is administered provides limited value to managers. This paper reviews how to interpret the MBTI, examines some of its conceptual and psychometric weaknesses, and identifies its misuse in leadership development. Inconsistencies between Jung's (1923/1971) conceptual study, upon which the MBTI is based, and how the instrument was developed and applied are examined. To improve the administration and interpretation of the MBTI in leadership development users of the MBTI are advised to make careful assessments of type when raw scores are "slight" for any dimension, analyze how organizations as "strong situations" can overcome the predicted behavior of type, and consider the potential interaction of needs with type and its potential impact on managerial behavior. Users may also consider the adoption of the "Big Five " model of personality as a substitute for the MBTI.
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