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    Leadership Styles

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    Architects and analysts are often in the minority but the function is essential. Too much of this style in a group and the group may not move on much, because the discussion, laissez-faire attitude and analysis allows opportunity to pass. If a leader has this style, be careful not to "over-lead" if strongly in this quadrant.

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    Leadership Styles

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    Architects and analysts are often in the minority but the function is essential. Too much of this style in a group and the group may not move on much, because the discussion, laissez-faire attitude and analysis allows opportunity to pass. If a leader has this style, be careful not to "over-lead" if strongly in this quadrant.

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    Architects and analysts are often in the minority but the function is essential. Too much of this style in a group and the group may not move on much, because the discussion, laissez-faire attitude and analysis allows opportunity to pass. If a leader has this style, be careful not to "over-lead" if strongly in this quadrant.

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    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    137 views1 page

    Leadership Styles

    Uploaded by

    api-212877977
    Architects and analysts are often in the minority but the function is essential. Too much of this style in a group and the group may not move on much, because the discussion, laissez-faire attitude and analysis allows opportunity to pass. If a leader has this style, be careful not to "over-lead" if strongly in this quadrant.

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    of 1

    ARClllTECTS

    & ANALYSTS

    DRIVERS
    Emphasizes action and directing functions + information and opiniongivers ,. + decision making is easy for them + often the keeper of the vision in a group + great at taking a stand, being direct and making things happen + usually not too shaken.by critical feedback I:J. often will urge "let's decide" as indecision can drive them crazy !:J. will sometimes decide Without input from others and step on toes !:J. make mistakes when moving too quickly without adequate 'info i:" can come across as too impersonal and lose connection with their group . f)' have to be careful not to "over-lead" if strongly in this quadrant .,
    I

    Emphasizes meaning and conceptual junctions + information and opinion seekers + good at analysis and process ,observation + prefer to make decisions based 011 facts + prefer as much information as possible before deciding + can come out with totally off the wall solutions, that work + translate feelings and experiences into ideas !:J. can be slow in making decisions or dogged in the facts '!:J. can happily leave most decisions to others and focus on only one decision !:J. have to watch out for non-involvement or unrealistic ideas if they get into their world If a leader has this style, honor their need for information while also requesting them to tell you how they will decide or delegate and when. Some Affects on Group Architects and analysts are often in the minority but the function in essential, If a group doesn't pay attention to this area, it will miss out on significaut learning that comes from observation and analysis. The group may also be missing important process steps or other ways to view a situation. Too much of this style in a group and the group may not move on much, because the discussion, laissez-faire attitude and analysis allows opportunity to pass.

    o)f a leader has this style, be as direct as possible. Bring problems and opinions to them they expects this.

    'as

    -'~

    Some Affects on Group If.a group does not have drivel's, they must pick up driver functions or they can fail to meet far reaching goals. Mature drivers are non-reactionary individuals with much ability in the other quads and help ground a group. When this style is not mature, there may be too much individuality or structure. Turfbattles or a lack of member autonomy and collaboration ensue.
    I, )

    RELATIONSIDP

    M,A5H'FRS

    SPONTANEOUS MOTIVATORS

    Emphasizes caring junction , + excellent at building and sustainmg co~iy + work well on a team + great at building rapport, consensus, commrtment, seeking feedback + support, praise, are concerned + display high regard for other's wishes, viewpoints and actions. !:J. may not take an unpopular stance if it puts a relationship at risk !:J. can put so much emphasis on relationship that task and decisionmaking fall behind !:J. can forget or down play their own needs, to their detriment If a leader has this style, you may need to ask them to be more specific in outlining their expectations. Encourage critical feedback from them and tell them when you want to know what they think and want. Some Affects 011 Group You cannot have too much caring and respect as part of your capacity-it is the connective glue and essential for a functional group. As a leader, it is powerful when combined with other quadrant functions. If it is the only style a group has, the group may not take enough risks or make enough decisions to move forward significantly, The group may also avoid conflict to the extent that there is lack of depth in genuine connection and innovation.

    siz,",s emotional stimulation junction


    +often voice their ideas and supply passion to follow those' ideas; energizers + great at motivating people as they possess a sense of mission or vision + good at energetic dialogues with other group members /'; can be emotionally bound to their ideas; objectivity can be their biggest challenge !:J. can create a highly emotionally charged climate if they put too much emphasis on challenging others and-confronting assumptions If a leader has this style, know your own stance/position and don't be afraid to voice it. Ask them to give concrete examples to back up their viewpoints. Some Affects 0/1 Group Spontaneous motivators are often light bulbs. Groups need this function to sparkle, create, prod, stir the pot and impassion. A group without this style may be functional, but somewhat lackluster. When mature people with this style can choose to be detached or attached and monitor their emotional involvement This is highly effective. If too much ofthis style is present in a leader, or when not rnature, a group can be overly reacti ve, or so impassioned around their ideals, that they loose touch with other realities. Interestingly many charismatic leaders' and cult leader, come from this quadrant.

    2004 NOLS Leadership

    Educator Notebook

    59

    Core Leadership

    Skills: Self-Awareness

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