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The Myers-Briggs Type Indicator (MBTI; K. C. Briggs & I. B. Myers, 1998) is a popular measure of normal personality that its promoters claim has many applications. M. H. McCaulley (2000) offered an optimistic and enthusiastic account of how counselors can use this instrument in corporate settings. The present article evaluates several of the psychometric limitations and criticisms of the MBTI that warrant considerable caution when making inferences from its 4-letter type formula. The author concludes that the MBTI, while offering much intuitive appeal, may not yet be able to support the claims its promoters make.

McCaulley (2000) recently provided an optimistic and enthusiastic account of how consulting psychologists can and should integrate the Myers-Briggs Type Indicator (MBTI) into consulting work with business management. More specifically, she suggested that consulting psychologists can use the MBTI to help employees and managers enhance their interpersonal relations and thereby improve their ability to work effectively for the corporation. The fundamental assumption presented in McCaulley's article is that knowledge of coworkers' personality preferences, or MBTI type, will facilitate greater respect for individual differences, aid in assigning work responsibilities, and foster effective collaboration among employees. Indeed, McCaulley advocated using the MBTI as a component of the employee selection process. In addition, McCaulley described what she believed to be the striking difference in the worldview of counselors and managers and offered recommendations to help counselors convey the utility of the MBTI to corporate decision makers.

Although the MBTI is an extremely popular measure of personality, I believe that the available data warrant extreme caution in its application as a counseling tool, especially as consultants use it in various business settings. McCaulley (2000) offered decisive conclusions that attest to the validity of the MBTI four-letter type formula and its utility for consulting work. Unfortunately, she offered little empirical evidence to support the veracity of those claims. As such, these conclusions require additional examination.

Currently, the role of personality assessment in employment settings is receiving renewed interest. As Hogan, Hogan, and Roberts...