The MMPI and Projective Tests

One of the most important measures of personality (which is used primarily to assess deviations from a “normal” or “average” personality) is the Minnesota Multiphasic Personality Inventory (MMPI), a test used around the world to identify personality and psychological disorders (Tellegen et al., 2003). The MMPI was developed by creating a list of more than 1,000 true-false questions and choosing those that best differentiated patients with different psychological disorders from other people. The current version (the MMPI-2) has more than 500 questions, and the items can be combined into a large number of different subscales. Some of the most important of these are shown in the table, Some of the Major Subscales of the MMPI, but there are also scales that represent family problems, work attitudes, and many other dimensions. The MMPI also has questions that are designed to detect the tendency of the respondents to lie, fake, or simply not answer the questions.

Some of the Major Subscales of the MMPI

One potential problem with a measure like the MMPI is that it asks people to consciously report on their inner experiences. But much of our personality is determined by unconscious processes of which we are only vaguely or not at all aware. Projective measures are measures of personality in which unstructured stimuli, such as inkblots, drawings of social situations, or incomplete sentences, are shown to participants, who are asked to freely list what comes to mind as they think about the stimuli. Experts then score the responses for clues to personality. The proposed advantage of these tests is that they are more indirect—they allow the respondent to freely express whatever comes to mind, including perhaps the contents of their unconscious experiences.

One commonly used projective test is the Rorschach Inkblot Test, developed by the Swiss psychiatrist Hermann Rorschach (1884–1922). The Rorschach Inkblot Test is a projective measure of personality in which the respondent indicates his or her thoughts about a series of 10 symmetrical inkblots. The Rorschach is administered millions of times every year. The participants are asked to respond to the inkblots, and their responses are systematically scored in terms of what, where, and why they saw what they saw. For example, people who focus on the details of the inkblots may have obsessive-compulsive tendencies, whereas those who talk about sex or aggression may have sexual or aggressive problems.

Rorschach Inkblots

The advantage of projective tests is that they are less direct, allowing people to avoid using their defense mechanisms and therefore show their “true” personality. The idea is that when people view ambiguous stimuli they will describe them according to the aspects of personality that are most important to them, and therefore bypass some of the limitations of more conscious responding.

Despite their widespread use, however, the empirical evidence supporting the use of projective tests is mixed (Karon, 2000; Wood, Nezworski, Lilienfeld, & Garb, 2003). The reliability of the measures is low because people often produce very different responses on different occasions. The construct validity of the measures is also suspect because there are very few consistent associations between Rorschach scores or TAT scores and most personality traits. The projective tests often fail to distinguish between people with psychological disorders and those without or to correlate with other measures of personality or with behavior.

In sum, projective tests are more useful as icebreakers to get to know a person better, to make the person feel comfortable, and to get some ideas about topics that may be of importance to that person than for accurately diagnosing personality.

Psychology in Everyday Life: Leaders and Leadership

One trait that has been studied in thousands of studies is leadership, the ability to direct or inspire others to achieve goals. Trait theories of leadership are theories based on the idea that some people are simply “natural leaders” because they possess personality characteristics that make them effective (Zaccaro, 2007). Consider Steve Jobs, the founder of Apple, shown in the figure “Varieties of Leaders.” What characteristics do you think he possessed that allowed him to create such a strong company, even though many similar companies failed?

Varieties of Leaders

 

Research has found that being intelligent is an important characteristic of leaders, as long as the leader communicates to others in a way that is easily understood by his or her followers (Simonton, 1994, 1995). Other research has found that people with good social skills, such as the ability to accurately perceive the needs and goals of the group members and to communicate with others, also tend to make good leaders (Kenny & Zaccaro, 1983).

Because so many characteristics seem to be related to leader skills, some researchers have attempted to account for leadership not in terms of individual traits, but rather in terms of a package of traits that successful leaders seem to have. Some have considered this in terms of charisma (Sternberg & Lubart, 1995; Sternberg, 2002). Charismatic leaders are leaders who are enthusiastic, committed, and self-confident; who tend to talk about the importance of group goals at a broad level; and who make personal sacrifices for the group. Charismatic leaders express views that support and validate existing group norms but that also contain a vision of what the group could or should be. Charismatic leaders use their referent power to motivate, uplift, and inspire others. And research has found a positive relationship between a leader’s charisma and effective leadership performance (Simonton, 1988).

Another trait-based approach to leadership is based on the idea that leaders take either transactional or transformational leadership styles with their subordinates (Bass, 1999; Pieterse, Van Knippenberg, Schippers, & Stam, 2010). Transactional leaders are the more regular leaders, who work with their subordinates to help them understand what is required of them and to get the job done. Transformational leaders, on the other hand, are more like charismatic leaders—they have a vision of where the group is going, and attempt to stimulate and inspire their workers to move beyond their present status and to create a new and better future.

Despite the fact that there appear to be at least some personality traits that relate to leadership ability, the most important approaches to understanding leadership take into consideration both the personality characteristics of the leader as well as the situation in which the leader is operating. In some cases the situation itself is important. For instance, you might remember that President George W. Bush’s ratings as a leader increased dramatically after the September 11, 2001, terrorist attacks on the World Trade Center. This is a classic example of how a situation can influence the perceptions of a leader’s skill.

In still other cases, different types of leaders may perform differently in different situations. Leaders whose personalities lead them to be more focused on fostering harmonious social relationships among the members of the group, for instance, are particularly effective in situations in which the group is already functioning well and yet it is important to keep the group members engaged in the task and committed to the group outcomes. Leaders who are more task-oriented and directive, on the other hand, are more effective when the group is not functioning well and needs a firm hand to guide it (Ayman, Chemers, & Fiedler, 1995).

As you have learned in this chapter, personality is shaped by both genetic and environmental factors. The culture in which you live is one of the most important environmental factors that shapes your personality (Triandis & Suh, 2002). The term culture refers to all of the beliefs, customs, art, and traditions of a particular society. Culture is transmitted to people through language as well as through the modeling of culturally acceptable and nonacceptable behaviors that are either rewarded or punished (Triandis & Suh, 2002). With these ideas in mind, personality psychologists have become interested in the role of culture in understanding personality. They ask whether personality traits are the same across cultures or if there are variations. It appears that there are both universal and culture-specific aspects that account for variation in people’s personalities.

Why might it be important to consider cultural influences on personality? Western ideas about personality may not be applicable to other cultures (Benet-Martinez & Oishi, 2008). In fact, there is evidence that the strength of personality traits varies across cultures. Let’s take a look at some of the Big Five factors (conscientiousness, neuroticism, openness, and extroversion) across cultures. As you will learn when you study social psychology, Asian cultures are more collectivist, and people in these cultures tend to be less extroverted. People in Central and South American cultures tend to score higher on openness to experience, whereas Europeans score higher on neuroticism (Benet-Martinez & Karakitapoglu-Aygun, 2003).

According to this study, there also seem to be regional personality differences within the United States. Researchers analyzed responses from over 1.5 million individuals in the United States and found that there are three distinct regional personality clusters: Cluster 1, which is in the Upper Midwest and Deep South, is dominated by people who fall into the “friendly and conventional” personality; Cluster 2, which includes the West, is dominated by people who are more relaxed, emotionally stable, calm, and creative; and Cluster 3, which includes the Northeast, has more people who are stressed, irritable, and depressed. People who live in Clusters 2 and 3 are also generally more open (Rentfrow et al., 2013).

One explanation for the regional differences is selective migration (Rentfrow et al., 2013). Selective migration is the concept that people choose to move to places that are compatible with their personalities and needs. For example, a person high on the agreeable scale would likely want to live near family and friends, and would choose to settle or remain in such an area. In contrast, someone high on openness would prefer to settle in a place that is recognized as diverse and innovative (such as California).