Index
A
Achievement and status, 58–59, 89–90
Act without permission, 192–193
Advancement, 108
Affection, need for, 49–50
Affirming Dimension, 12, 16, 20–21, 47–52
acceptance and affection, need for, 49–50
characteristics, 21t
complex analysis, avoidance of, 51–52
conflicts, aversion to, 50–51
“do-no-harm” philosophy, 48
easygoing nature, 20
empathy, 48
influences on leadership, 47
morale building, 47
open-door policy, 20
open posture, 49
positive environment, 20
problem management, 51
relationship orientation, 48–49
supportive environment, 47
Affirming leaders, 127–138
acceptance of different viewpoints, 135–137
assumptions of good intentions, 132
case study, 138
choice of battles, 137
“default” expressions, monitoring, 130
discovery of employees’ needs, 134
encouragement, 127–128
engagement of team members, 134
essential lessons from, 129
focus on friendliness, 131
friendly environments, 130
initiation of lighthearted conversation, 131–132
lessons from, 127
limitations of, 130–131, 135–136
overview, 127–138
reflection, 137
results and emotional well-being of team members, 129–130
sense of community, 130
strengths of, 128
strive to understand, 137
validation of employees, 134
valuation of employees, 132–134
Aggression, 88
Analytical skills, 172–173
Analytical thinking, versus experiential, 41–42
Approval, need for, 42–43
Assumptions, testing of, 155–156
Axes, of 8 Dimensions of Leadership Model, 14–17, 205–207
competency, 15–16
fast-paced qualities, 14
outspoken qualities, 14
reliability, 14
basics of, 205–206
vertical, 206
horizontal, 207
understated behaviors, 15
B
Behaviors,
impulsive, 18
range of, required for leadership, 5
understated, 15
Belief in decisions, 192–193
“Blind spots,” psychological drivers, and motivations, 8
Bluntness, 24
Cautious qualities, 14
Chances, taking, 106–107
Change, managing and leading, 106–108
Charm, 37
Circumplex, 208–209
Cole, Pamela, 209
Collins, Jim, 200
Commanding, 14
Commanding Dimension, 12, 14, 15, 25–26, 85–93
achievement, 89–90
aggression, 88
challenging and demanding, 25
characteristics, 26t
impatience, 92
influencing leadership factors, 86
need for triumph, 87–89
results oriented, 25
“soft” emotions, disgust for, 90
subjective realism, 86–87
take-charge presence, 25
tough-mindedness, 91
Commanding leaders, 187–198
act without permission, 192–193
belief in decisions, 192–193
benefits, 190–191, 193–194, 196
brainstorming, 194
case study, 198
commitments, firm and public, 190
control situations, 194
create urgency, 195–196
enlistment of others, 197
hold people accountable, 198
impatience as a virtue, 195–197
limitations of, 192–193
monitor self-criticisms, 192
overview, 197
personal authority, 189–192
practice exercising power, 193
restrictions, unnecessary, 192–195
results, getting, 195
rewrite the rules, 194–195
show excitement over outcomes, 197
strengths, 188–189
Commitments, firm and public, 190
Competency, 15–16
Composure, maintaining, 153–156
Confidence, 35–36
Conflicts, aversion to, 50–51
Connections, making, 119–122
Conscientiousness (C), 12, 208. See also DiSC® model
Consequences, weighing, 181–182
Control of situations, 194
Conversations, lighthearted, 131–132
Cronbach’s Alpha, 210–211t
D
Data sources, seek multiple, 184
belief in, 192–193
connect, for understanding, 184–185
handling unpopular, 182–185
Default setting, 7, 8, 10, 16–17, 130
Defensiveness, 23
Deliberate Dimension, 12, 14, 15, 23–24, 69–76
accuracy, 23
characteristics, 24t
defensiveness, 23
detached and unemotional, 23, 71–72
freedom and privacy, 70–71
independent, 23
influencing leadership factors, 70
limitations of, 23, 72, 73, 74–75
objectivity, 74–75
personal space, 75–76
skepticism, 72–73
vulnerability, 73–74
Deliberate leaders, 162–174
analytical skills, embracing, 172–173
case study, 173–174
communication with others, 165–167
devotion of adequate time, 172
80/20 rule, 171
empathy, 167
establishment of a main point, 167
explanation of ideas, 170
focus on one idea, 169
information gathering, 169–170
lessons from, 165
management tools and methods, 170–171
messages, delivering clear, 165
pace communication, 167
processes, management of, 170–173
project research, 168–170
strengths, 164
study of processes, 172
Development process, 8–9
discovery of primary leadership dimension, 8, 11–27
psychological drivers, motivations, and “blind spots,” 8
application of circumplex, 210f, 211–213
application to leadership, 213–218
as circumplex, 208–209
background, 205
basics of, 205–209
Conscientiousness (C), 12, 208
Cronbach’s Alpha, 210–211t
illustration, 12f
management priorities, plotting of, 212f
measurement of, 209–211
multidimensional scaling (MDS), 214, 216f
origins of, 13
overview of, 12
sales tasks, plotting of, 212f
variations within, 12
See also Axes, of 8 Dimensions of Leadership Model
Discussions, two-way, 147
Disgust, 81–82
Dominance (D), 12. See also DiSC® model
“Do-no-harm” philosophy, 48
Drucker, Peter, 199
E
Easygoing nature, 20
Effective leadership, 5, 7, 10
8 Dimensions of Leadership model, 3–10
advantages of, 9–10
Affirming Dimension, 20–21
axes of, 14–17
checklist for prioritization, 201–203
central argument for, 1
Commanding Dimension, 25–26
default setting for, 7, 8, 10, 16–17
Deliberate Dimension, 23–24
description, 6–8
development process, 8–9
Energizing Dimension, 19–20
example, 10
Humble Dimension, 22–23
illustration, 7f
implementation of, 203
Inclusive Dimension, 21–22
learning to lead, 3–5
needs assessment, 96–99
overview, 1, 26–27, 95–96, 199–200, 203
Pioneering Dimension, 18–19
placement on, 14–26
Resolute Dimension, 24–25
self-assessment options, 17
80/20 rule, 171
Emotional expression, primary types, 13
Emotions
channeling of, 146
check of others’ pulse, 161
as connection to team members, 122–124
Of Normal People, 13
outlets for, 155
output, 144–146
“Soft”, disgust for, 90
well-being of team members, 129–130
Empathy, 48
Empowerment, 156–159
Encouragement, 127–128
Energizing Dimension, 12, 14, 16, 19–20, 39–45
approval, need for, 42–43
collaboration, 19
experiential versus analytical thinking, 41–42
forward momentum, 43
high-energy environments, 43
influences on leadership, 39–40
optimism, 40–41
selective memory, 41
sensitivity, 42
speaking, freely and fluidly, 44–45
spirited drive, 40
tension, avoidance of, 42–43
Energizing leaders, 113–125
asking about motivations, 124
benefits, 116–117, 120–121, 123
brainstorming, 118
case study, 135
collaboration, 114
making a community, 122
making connections, 119–122
emotions, as connection to team members, 122–124
engagement of people, 124
enthusiasm, building, 116, 119
essential lessons from, 115
generation of interest, 124
goals, reaching with enthusiasm, 115–119
holding meetings, 118
leaving the office for connections, 121–122
lessons from, 113–114
networking, 119
overview, 124–125
participation, 121
reconnection, 121
strengths of, 114
Entertainment of adventurous ideas, 110
Enthusiasm, 19, 39, 43–44, 115–119
Environments
collaborative, 127
for creativity, 102
dynamic, 102
empowerment of others, 109
harmony and, 106
structured, 14
supportive, 47
Expediency, 34–35
Experiential thinking, versus analytical, 41–42
F
Facilitators, 148–149
Familiarity, 55
Freedom and privacy, 70–71
Friendliness, focus on, 131
G
Geier, John, 209
Goals, reaching with enthusiasm, 115–119
Good to Great: Why Some Companies Make the Leap…and Others Don’t, 200
Group needs, priority of, 159–160
H
Harmony, 57–58
Hippocraties, 211
Humble Dimension, 12, 14, 22–23, 62–68
caution, 22
change, resistance to, 22
characteristics, 23t
desire for inconspicuousness, 67
fear of rocking the boat, 64–65
influences on leadership, 62
laissez-faire attitude, 66
limitations of, 22, 61, 63, 64–65
reliability, 62–63
self-restraint, 65–66
self-serving ambition, 66–67
stable environment, 22
trouble, avoidance of, 63
Humble leaders, 151–162
appreciation of different styles, 161
assumptions, testing, 155–156
balance of group needs, 161
case study, 162
check of others’ emotional pulse, 161
composure, maintaining, 153–156
creation of time and space, for needed attention, 158
empowerment, 156–159
find emotional outlets, 155
group needs, priority of, 159–160
lessons from, 153
listen, 158–159
listening to others, 156–157
needs of others, 159–162
recruitment, of help, 156
reflections on benefits of listening, 158
strengths, 152
I
Ideas
entertainment of adventurous, 110
explanation of, 170
focus on one, 169
openness to, 141–142
pause to evaluate, 143
trust in personal, 108
Impatience, as a virtue, 195–197
Importance, as a need, 36–37
Impulsive behavior, 18
Inclusive Dimension, 12, 14, 16, 21–22, 53–93
acceptance, 54–55
accommodation of others, 53, 56
achievement and status, 58–59
characteristics, 22t
decision making, 21
familiarity, 55
harmony, 57–58
influences on leadership, 54
limitations of, 21, 56, 58, 59
optimism, 21
problems, internalization of, 56–57
stable environments, 21
Inclusive leaders, 139–150
acknowledgement, 143
benefits of, 140, 142, 147–148
case study, 149–150
channeling of emotions, 146
connection with people, 146
emotional output, 144–146
facilitators, 148–149
invitation to diverse groups, 148
learning from, 139–140
listening, 146–150
openness to ideas, 141–142
overview, 149
pause to evaluate ideas, 143
relating to viewpoints, 146
relaxation of presence, 148
sources, attributing, 143
strengths, 140
support of others, 141–143
two-way discussions, 147
wait to speak, 149
words, power of, 144–146
Inconspicuousness, 67
Independent, 23
Industry leaders, influences of, 105
Influence (i), 12, 208. See also DiSC® model
Influencing factors
Affirming Dimension, 47
Commanding Dimension, 86
Deliberate Dimension, 70
Energizing Dimension, 39–40
Pioneering Dimension, 32
Resolute Dimension, 77–78
Information gathering, 169–170
Intentions, assumptions of good, 132
Interest, generation of, 124
J
Judgments, 36. See also Biases
L
Laissez-faire attitude, 66
Leadership concept, 4
Learning to lead, 3–5
Listening, 158–159
importance of, 156–157
Inclusive leaders and, 146–150
reflections on benefits of, 158
Little, Gary, 209
M
Main point, establishment of, 167
Marston, Dr. William Moulton, 13, 208
Meetings, holding, 118
Memory, selective, 41
Messages, delivering clear, 165
Morale building, 47
Motivations, psychological drivers, and “blind spots,” 8
Multidimensional leadership, 6–8
biases, 7–8
versus one-dimensional, 6
Multiple leadership dimensions, 200–201
N
Needs
acceptance and affection, 49–50
approval, 42–43
balance of group, 161
discovery of employees, 134
importance, 36–37
of others, 159–162
priority of, 159–160
for triumph, 87–89
Needs assessment, 96–99
analysis, 99
development process, 97–99
goal orientation, 98
instruction, 96
opportunities, 97
problems, 97
professional networks, 98
taking charge, 98
team management, 97
Networking, 119
O
One-dimensional leadership, versus multidimensional, 6
Online assessment, 8
Open-door policy, 20
Open posture, toward life, 49
Outcomes, 177–179
“Outsource” approach limitations, 5
P
Patience, lack of, 24
Personal authority, 189–192
Personal power, 14
Personal space, 75–76
Pioneering Dimension, 12, 14, 18–19, 31–38
advantages of, 18
biases, toward actions, 34–35
charm, 37
confidence, 35–36
decision making, 18
expediency, 34–35
importance, as a need, 36–37
impulsive behavior, 18
influences on leadership, 32
judgments of, 36
needs, meeting in others, 34–35
optimism and persuasive style, 18
persuasion, 37–38
spontaneity, 34
status consciousness, 33–34
Pioneering leaders, 101–112
acting on beliefs, 108
advantages of, 102, 104–105, 109–110
bold action, 108
case study, 111–112
change, managing and leading, 106–108
collaboration with team members, 105
entertainment of adventurous ideas, 110
industry leaders, practices of, 105
innovations, 103–106
lessons from, 101–102
limitations of, 104–110
opportunities, 103–104
overview, 111
planning, over and under, 108–111
pushing ahead, 108
reflection, 105–106
results from, 107
security and stability, 108
strengths, 102
taking chances, 106–107
time limits, 111
trust in personal ideas, 108
Planning, over and under, 108–111
Primary dimension, 8, 11–27, 29
analysis of, 179–180
find and address, 180
internalization of, 56–57
leadership tendencies, 29–30
management, 51
responsibility for, 180–182
self-assessment options, 17
separate from people, 182
See also DiSC® model; 8 Dimensions of Leadership model; specific dimensions
Prioritization, checklist for, 201–203
Privacy, and freedom, 70–71
Proactive stance, 184
Processes, management of, 170–173
Project research, 168–170
Psychological comfort zone, 7
Psychological drivers, motivations, and “blind spots,” 8
R
Range of behaviors, required for leadership, 5
Recognition, 14
Recruitment, of help, 156
Reflection, 8, 9, 14, 105–106, 137
Relationship orientation, 48–49
Requirements for leadership, 5–6
Resolute Dimension, 12, 15, 24–25, 77–84
bluntness, 24
characteristics, 24
disgust, 81–82
high standards, 24
influencing leadership factors, 77–78
lack of patience, 24
limitations of, 25t, 79, 79–80, 81
obstacles, overcoming, 80–81
personal mastery, 79–80
“should,” reliance on, 83–84
skepticism, 78–79
weakness, disdain for, 82–83
Resolute leaders, 175–186
accountability, 177–178
analysis of problems, 179–180
ask for identification of problems, 181
benefits, 178, 180–181, 183–184
case study, 185–186
connect decisions, for understanding, 184–185
decisions, handling unpopular, 182–185
focus on outcomes, 177–179
inquiry of results, 179
overview, 185
problems, handling, 180–182
seek multiple sources of data, 184
separate problems from people, 182
set goals, specific and aggressive, 179
take proactive stance, 184
weigh consequences, 181–182
Restrictions, unnecessary, 192–195
S
Selective memory, 41
Self-assessment options, 17
estimation based on written descriptions, 17
online assessment, 17
personalized access code, 17
previous DiSC assessment, 17
Self-criticisms, monitoring, 192
Self-restraint, 65–66
Self-serving ambition, 66–67
“Should,” reliance on, 83–84
“Soft” emotions, disgust for, 90
The Sopranos, 91
Sources, attributing, 143
Speaking, freely and fluidly, 44–45
Steadiness (S), 12, 208. See also DiSC® model
“Strengths-based” leadership approach, 5
Status consciousness, 33–34
Styles, appreciation of different, 161
Styles, shifting, 9
Subjective realism, 86–87
T
Take-charge presence, 25
Tendencies, toward leadership, 29–30
Tension, avoidance of, 42–43
Time, devotion of adequate, 172
Time limitations, 111
Tough-mindedness, 91
Tried-and-true methods, 14
Triumph, need for, 87–89
Trouble, avoidance of, 63
Two-way discussions, 147
U
Urgency, creation of, 195–196
V
Validation, of employees, 134
Valuation, of employees, 132–134
Viewpoints, acceptance of, 135–137, 146
Vulnerability, 73–74
W
Weakness, disdain for, 82–83
Words, power of, 144–146