Of the four aspects of strategic analysis and
definition it is marshalling or situational organizing
role that reaches the highest development in ENTJs. As
this kind of role is practiced some contingency
organizing is necessary, so that the second suit of the
ENTJ's intellect is devising contingency plans.
Structural and functional engineering, though practiced
in some degree in the course of organizational
operations, tend to be not nearly as well developed and
are soon outstripped by the rapidly growing skills in
organizing. But it must be said that any kind of
strategic exercize tends to bring added strength to
engineering as well as organizing skills. As the
organizing capabilities of the ENTJs increase so does
their desire to let others know about whatever has come
of their organizational efforts. So they tend to take up
a directive role in their social exchanges. On the other
hand they have less and less desire, if they ever had
any, to inform others.
Hardly more than two percent of the total population,
the ENTJs are bound to lead others, and from an early age
they can be observed taking command of groups. In some
cases, ENTJs simply find themselves in charge of groups,
and are mystified as to how this happened. But the reason
is that ENTJs have a strong natural urge to give
structure and direction wherever they are-to harness
people in the field and to direct them to achieve distant
goals. They resemble SJtes in their tendency to establish
plans for a task, enterprise, or organization, but ENTJs
search more for policy and goals than for regulations and
procedures.
They cannot not build organizations, and cannot
not push to implement their goals. When in charge of an
organization, whether in the military, business,
education, or government, ENTJs more than any other type
desire (and generally have the ability) to visualize
where the organization is going, and they seem able to
communicate that vision to others. Their organizational
and coordinating skills tends to be highly developed,
which means that they are likely to be good at
systematizing, ordering priorities, generalizing,
summarizing, at marshalling evidence, and at
demonstrating their ideas. Their ability to organize,
however, may be more highly developed than their ability
to analyze, and the ENTJ leader may need to turn to an
eNTp or iNTp to provide this kind of input.
ENTJs will usually rise to positions of
responsibility and enjoy being executives. They are
tireless in their devotion to their jobs and can easily
block out other areas of life for the sake of their work.
Superb administrators in any field-medicine, law,
business, education, government, the military-ENTJs
organize their units into smooth-functioning systems,
planning in advance, keeping both short-term and
long-range objectives well in mind. For the ENTJ, there
must always be a goal-directed reason for doing anything,
and people's feelings usually are not sufficient reason.
They prefer decisions to be based on impersonal data,
want to work from well thought-out plans, like to use
engineered operations-and they expect others to follow
suit. They are ever intent on reducing bureaucratic red
tape, task redundancy, and aimless confusion in the
workplace, and they are willing to dismiss employees who
cannot get with the program and increase their
efficiency. Although ENTJs are tolerant of established
procedures, they can and will abandon any procedure when
it can be shown to be ineffective in accomplishing its
goal. ENTJs root out and reject ineffectiveness and
inefficiency, and are impatient with repetition of error.