ENTJ: Extraverted Intuitive Thinking Judging (from the Jung Typology Test)
* slightly expressed extravert
* distinctively expressed intuitive personality
* distinctively expressed thinking personality
* moderately expressed judging personality
So I took this test with Kione Remerdii in mind, using what I already knew about him. It emphasized that he’s completely ruthless, hates ’emotional’ or personal problems (he especially grows impatient with phobias), and is naturally tidy. And then I found that the professional personality assessment article fit him to a T. It’s… rather scary, actually.
I’ve also decided that Kione really doesn’t see himself as evil. And on several counts, what he does can be perfectly justified. Sure, he had hundreds of unexpecting noblemen slaughtered by proxy. But on the other hand, the way things were going, it was faster and less damaging than a naturally occurring revolt, which seemed to be building up. Yes, he was double-dealing (quatrupal dealing?), but this was politics. What else could be expected? And those commoners down in the depths of the city that he set up to die… it was his only chance for change. One can not walk into a city in hopes of conquering it. One must rock the boat a little, send people scattering so that the man in question can more easily find his place.
He also has no need to explain any of this to anyone.
(Keep going for the personality test results, if they so interest you.)
Rational Portrait of the Fieldmarshal (ENTJ)
Of the four aspects of strategic analysis and definition it is marshaling or situational organizing role that reaches the highest development in the Fieldmarshal. As this kind of role is practiced some contingency organizing is necessary, so that the second suit of the Fieldmarshal’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 exercise tends to bring added strength to engineering as well as organizing skills.
Hardly more than two percent of the total population, Fieldmarshals are bound to lead others, and from an early age they can be observed taking command of groups. In some cases, they simply find themselves in charge of groups, and are mystified as to how this happened. But the reason is that they 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 Supervisors in their tendency to establish plans for a task, enterprise, or organization, but Fieldmarshals 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, Fieldmarshals 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 marshaling evidence, and at demonstrating their ideas. Their ability to organize, however, may be more highly developed than their ability to analyze, and the Fieldmarshal leader may need to turn to an Inventor or Architect to provide this kind of input.
Fieldmarshals 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 – Fieldmarshals organize their units into smooth-functioning systems, planning in advance, keeping both short-term and long-range objectives well in mind. For the Fieldmarshal, 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 Fieldmarshals are tolerant of established procedures, they can and will abandon any procedure when it can be shown to be ineffective in accomplishing its goal. Fieldmarshals root out and reject ineffectiveness and inefficiency, and are impatient with repetition of error.
Hillary Clinton, Napoleon, Margret Thatcher, Carl Sagan, Bill Gates, Golda Meir, Edward Teller, George Benard Shaw, and General George C. Marshall are examples of Rational Fieldmarshals.