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REPORT PREPARED FOR: Charyl Leister

PARTICIPANT REPORT

REPORT DATE: June 19, 2009

This personalized report has been prepared for you based on your responses to the “What’s My Leadership Style?”

assessment. Inside this report you will discover your preference for using one of four leadership styles: Direct,

Spirited, Considerate and Systematic. You will also gain insight into the unique characteristics of each style, and

learn ways to adapt or “flex” your style to improve your ability to lead and influence others.

WHAT’S MY LEADERSHIP STYLE? ONLINE Charyl Leister, June 19, 2009

Understanding Leadership...................................................................................................................................................................2

Understanding Leadership Style........................................................................................................................................................3

Assertiveness.......................................................................................................................................................................................3

Expressiveness.....................................................................................................................................................................................3

Your Leadership Style Profile...............................................................................................................................................................4

Your Leadership Style Strengths.........................................................................................................................................................5

Your Leadership Style Trouble Spots.................................................................................................................................................6

Flexing Your Leadership Style..............................................................................................................................................................7

Recognizing Others’ Dominant Style.................................................................................................................................................8

Applying What You’ve Learned...........................................................................................................................................................9

Appendix: Comparative Data..............................................................................................................................................................10

Contents

Copyright © HRDQ 20091


Understanding LeadershipYou may be in charge of an entire organization, oversee the work of one or two other people, or work with others on

a cross-functional team. No matter what role you fulfill, one thing is true: If you influence others to work toward

organizational goals then you are a leader.

The concept of leadership seems familiar enough; you’ll likely hear the term many times throughout a typical work

week. Yet defining the term precisely can prove challenging, since there is no universally agreed upon definition of

leadership.

One way to construct a definition is to first think about what a leader does. A leader generally develops and

maintains sufficient cohesiveness and motivation to keep one or more people working together as a functioning

unit. The leader, then, positively influences the behavior of others in order to achieve a predetermined

accomplishment or goal.

Different people have different ways of influencing others. One leader may appeal to team members’ competitive

drive. Another may rally the troops around a cause. Yet another may guide team members according to carefully laid

plans. Your responses to the “What’s My Leadership Style? Online” assessment reveal your own preferred way of

influencing others.

The purpose of this report is to help you:

· Understand your leadership style,

· Discover the unique benefits and potential pitfalls of your style, and,

· Learn how to adapt your leadership style to increase your effectiveness as a leader.



Understanding Leadership StyleLeadership Style can best be understood by measuring the extent to which a leader’s preferred behavior

demonstrates assertiveness and expressiveness. We call these broad categories of behavior dimensions. The

combination of high/low on the assertiveness dimension and high/low on the expressiveness dimension results in

four possible leadership styles: Direct, Spirited, Systematic, and Considerate (Table 1).

AssertivenessThe assertiveness dimension measures the degree to which a person’s behavior is forceful or directive. Highly

assertive people like to take control of situations while people with low assertiveness may be more comfortable in

less visible roles.

ExpressivenessThe expressiveness dimension measures the degree to which a person’s behavior is emotionally responsive or

demonstrative. Highly expressive people like to show their emotions and form interpersonal relationships while less

expressive people tend to keep to themselves.

Table 1: Leadership Style-Assertiveness and Expressiveness Dimensions

Figure 1: The HRDQ Style Model

Style Assertiveness Expressiveness

Direct

Spirited

Considerate

Systematic Low

Low

High

High

Low

High

High

Low

The HRDQ Style Model

The Assertiveness and Expressiveness

dimensions are represented by

perpendicular lines on the HRDQ Style

Model, (Figure 1). This results in four

quadrants representing the four distinct

leadership styles: Direct, Spirited,

Considerate and Systematic.



Your Leadership Style Profile

Individuals can demonstrate a variety of leadership styles. Some people may even combine leadership styles that

appear contradictory. Conceivably, one person might be a results-driven “people person” combining the Direct and

Considerate styles, while another person might be a charismatic number-cruncher, combining the Spirited and

Systematic styles. Yet, when they are able to choose, most people consistently use one style.

22

23

25

30

22 23

2530

Figure 2: Your Leadership Style Profile

DIRECT

SPIRITED

CONSIDERATE

SYSTEMATIC

Based on your responses to this assessment you have the highest preference for the SYSTEMATIC style. This is the style you are most comfortable using, and so we call this your DOMINANT style (Figure 2).

Analytical and data driven, the SYSTEMATIC leader provides structure, and works to ensure projects and tasks stay on track.



Your Leadership Style Strengths

Each of the four styles has unique strengths (Table 2). DIRECT leaders provide a clear sense of purpose; SPIRITED

leaders increase their group’s energy levels; SYSTEMATIC leaders will ensure that others maintain their own exacting

standards; and CONSIDERATE leaders maintain group harmony.

The SystematicLeader

STYLE STRENGTHS

The ConsiderateLeader

The DirectLeader

The SpiritedLeader

When accuracy and objectivity matter most,

SYSTEMATIC leaders’ analytical style can be a

real asset.

When team harmony is needed,

CONSIDERATE leaders’ desire to

accommodate everyone is a plus.

When crisis strikes, DIRECT leaders’

take-charge style can pull others through.

When a group’s energy begins to flag,

SPIRITED leaders’ spontaneity can provide a

vital spark.

· Provides structure for activities, which usually

helps tasks or projects stay on track.

· Makes sure that no one overlooks the

important details.

· Analytical and Data driven. Makes decisions

based on facts.

· Strong orientation toward objectivity and

accuracy.

· Provides others with a sense of reassurance in

difficult or chaging times.

· Builds a loyal following by demonstrating

their support for others.

· Recognizes the importance of taking others’

views and feelings into account.

· Good at maintaining team harmony.

· Likes to compete, which may give the organization and edge over others.

· Produces quick results.· Energetic, and gets people moving.· Takes charge no matter how challenging the

situation.

· A big picture, vision-oriented thinker, who is

good at generating enthusiasm.

· Motivates others to develop fresh, new

approaches.

· Spontaneous. Creates a fun atmosphere.

· Rallies support.

Table 2: Leadership Style Strengths

SYSTEMATIC

CONSIDERATE

SPIRITED

DIRECT



Your Leadership Style Trouble Spots

Can you have too much of a good thing? Each style has definite strengths. Yet, placed in the wrong situation or

context, leaders may find the strengths associated with their Dominant style counterproductive. Indeed, some

strengths, when taken to their extreme, can become trouble spots, (Table 3).

Table 3: Leadership Style Trouble Spots

The SystematicLeader

When SYSTEMATIC leaders impose too much

structure, their followers may rebel under so

much control.

The ConsiderateLeader

A strong orientation toward harmony may

cause the CONSIDERATE leader to avoid

constructive conflict.

DIRECT leaders’ sense of urgency and

reluctance to delegate may result in them

having difficulty in loosening their grip.

The DirectLeader

Emphasis on thinking of new ways to do

things sometimes comes at the expense of

making sure that things are carried through to

completion.

The SpiritedLeader

TROUBLE SPOTSSTYLE

· Persuasive abilities may become manipulative.

· Over eagerness may sometimes lead to glossing over of important details.

· Too much focus on idea generation can lead to indecisiveness.

· Can lose sight of long term goals.

· When stressed, they may cross the line from

taking charge to being overbearing.

· Their competitive spirit may intimidate and

demotivate those they lead.

· Works hard, but when they expect the same

high-octane performance from those they

lead, they may cause their followers to burn

out.

· A desire to keep things comfortable by maintaining the status quo can cause them to resist change.

· Support may become overly permissive, allowing difficult situations to get out of control.

· Their willingness to accommodate others’

views may cause them to give in on

important issues.

· Potential to make the people they lead feel overly criticized and bogged down.

· When urgent situations call for quick action, systematic leaders’ thoroughness may be counterproductive.

· A preference for objectivity and accuracy

above all else may cause others to view them

as impersonal or lacking creativity.

SYSTEMATIC

CONSIDERATE

SPIRITED

DIRECT



Flexing Your Leadership Style

The most effective leaders make situational choices when leading, regardless of their Dominant style. They may

deliberately choose to follow their natural inclinations, leading others in their characteristic way, or, they may choose

to modify or adapt their Dominant style to suit the situation.

Making use of styles other than your Dominant style is called “flexing” and is central to achieving success as a leader.

Effective leaders understand where their natural leadership style is likely to be effective, and where it might work

against them, (Figure 3). You can learn to flex your style by consciously stepping outside of your comfort zone. For

example: Spirited and Systematic people can have unproductive interactions because of the different speeds at which

they make decisions. The Spirited person (who is more comfortable talking about concepts or ideas) can improve

interactions with a Systematic person (who prefers concrete facts) if he or she provides data and supportive evidence

in their discussions.

Figure 3: Flexing Your Leadership Style

THE SPIRITED LEADER

Most Effective in situations in which

people need to be motivated to develop

fresh, innovative ideas.

Least Effective in urgent situations in

which deadlines must be met or when

long-term planning is vital.

THE DIRECT LEADER

Most Effective in a crisis, or rapidly

changing situations in which bold action

and quick decisions are needed.

Least Effective in situations requiring

careful planning and in situations

requiring tact and sensitivity to others’

feelings.

THE CONSIDERATE LEADER

Most Effective in sensitive situations

requiring patience, tact, and diplomacy.


quick adjustments because of

unforeseen changes and situations in

which the need to take charge of others

is crucial.

THE SYSTEMATIC LEADER

Most Effective in situations calling for

careful, long-term planning, accuracy, and

objective analysis.


quick decision-making or flexibility.



Recognizing Others' Dominant Style

Just as you have your own, unique style, others have their own style, too. In fact, misunderstandings or even

interpersonal conflict can often be traced to a difference in style. In the workplace you will encounter a variety of

styles. You can increase your effectiveness as a leader by learning how to recognize the styles of others and adjust

your approach accordingly.

Review some of the common characteristics of each of the four leadership styles in respect to their communication

behaviors and work style (Table 4). These characteristics will give you clues that can help you quickly recognize or

“read” the Dominant style of others.

COMMUNICATION

WORK STYLE

DIRECT SPIRITED CONSIDERATE SYSTEMATIC

Candid; freely shares opinions; asks tough questions; likes competition.

Outgoing; generates excitement; likes to tell stories; prefers group discussion; is persuasive.

Active listener; builds trust; works cohesively with others; is patient; values personal relationships.

Analytical; calm and rational; is more comfortable discussing facts than feelings.

Comfortable setting objectives; independent; moves quickly from one task to the next; can be impatient.

Excels at the creative process; multi-tasks; can miss deadlines.

Collaborative; flexible; happy to take on less high-profile tasks; can be resistant to change.

Meets deadlines; prefers to focus on one thing at a time; well-organized; avoids taking risks.

Table 4: Reading Other's Styles

Research shows that people representing all four styles can and do function effectively as leaders. But rather than

asking yourself, “Do I have what it takes to be a leader?” it is more productive to ask, “What does this situation

require from me?” Then you will be able to decide whether you need to flex your leadership style, and, if so, how.



Now that you have identified your own leadership style, how can you put this knowledge to work? We suggest you

spend some time reflecting on the feedback in this report. The following questions will help guide your thinking:

1. Based on the information you obtained from this report, what are your personal strengths as a leader?

2. What are your potential trouble spots?

3. Think of a specific situation in which you will need to influence others to accomplish a goal. Identify

below a) the strengths you can use to your advantage; b) the potential trouble spots that might hinder

your progress; and, c) the specific changes you can make to adapt or flex your leadership style to meet

the requirements of the situation.

a) Strengths:

b) Potential trouble spots:

c) Activities I can do or changes I can make to help adapt or flex my style:

Applying What You've Learned



The following data are included here for the purposes of comparison only and do not infer that one style is better or

more appropriate than another. Scores from more than 800 assessments were used in this analysis.

Chart 1 compares your style to the average score for each style (all respondents). There is relatively little variance in

the average scores for each style, which is consistent with other assessments in the HRDQ style series.

Appendix: Comparitive Data

Chart 1: Leadership Styles - Average Scores

DIRECT SPIRITED CONSIDERATE SYSTEMATIC

Your Score

Average Score 22.51

Leadership Styles: Actual vs. Average Scores

24.27 27.36 25.77

22 23 25 30

Scor

e

0

5

10

15

20

25

30

35

40



Chart 2 shows the frequency with which each Leadership Style appears as the Dominant style. This chart answers the

question: Which is the most common leadership style? The results seem to support the research into effective

leadership, which suggests that contemporary leaders place a strong emphasis on the relationship behaviors

characteristic of the CONSIDERATE style.

Chart 2: Frequency of Dominant Style, All Respondents



Chart 3 shows the frequency with which each Leadership Style appears as the Dominant style for male and female

respondents. Male respondents show an increased preference for the Direct and Systematic styles compared to

female respondents. However, the Considerate style remains the most prevalent for both genders.

Chart 3: Frequency of Dominant Style, Male vs. Female



Unless otherwise stated, no part of this publication may be reproduced, adapted, reverse engineered or transmitted in any form or by any means except as permitted under the 1976 United States Copyright Act (17 U.S.C.) sections 107 and/or 108, without prior written permission of the publisher. Inclusion in any publications offered for sale or used for commercial purposes, whether in whole or in part, is prohibited.

The material in this publication is intended for use in training or coaching settings and may be reproduced or redistributed, either in printed or electronic form, solely for this purpose. Permission to reproduce does not allow for systematic or large-scale reproduction or distribution. Any and all other reproduction or reuse may not be done without prior written permission of the Publisher. Requests for permission should be addressed to:HRDQAttn: Permissions2002 Renaissance Boulevard #100King of Prussia, PA 19406E-mail: [email protected]

The material in this publication is provided “as is.” HRDQ disclaims any warranties, expressed or implied, regarding its accuracy or reliability, and assumes no responsibility for errors or omissions. To the extent permissible by law, HRDQ accepts no liability for any injuries or damages caused by acting upon or using the content contained in this publication.ISBN: 978-1-58854-561-9Publisher: Martin DelahoussayeEditorial Development: Charyl Leister

Copyright © 2001, 2006, and 2009 HRDQ. Published by HRDQ2002 Renaissance Boulevard #100 King of Prussia, PA 19406-2756Phone: 800.633.4533 Fax: 800.633.3683 Web: www.HRDQ.com

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Our primary audience includes corporate trainers, human resource professionals, educational institutions, and independent consultants who look to us for research-based solutions to develop key skills such as leadership, communication, coaching, and team building.

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