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By Kristeen Bullwinkle & The Talent Gear Team | December 08, 2015
A preference for the familiar can keep this type of leader from initiating or embracing change. They are more comfortable with incremental changes that will minimize tension and uncertainty. They prefer to be cautious.
You won't see this leader clawing his or her way to the top. Their need for status and achievement is lower than most. They might be competitive but not from a need for them to be on top. They want to see the group succeed.
You're not the only person who has great ideas and works hard. Inclusive leaders know this and know the importance of recognizing the contributions of others, even those other leaders might overlook. They understand the importance of the team member in team work. They care more about their team succeeding then their own ego needs. They acknowledge even the poorly-conceived idea in an effort to encourage better ones. They are more likely to say "yes, and" than "yeah, but." As a result, they tend to stimulate better collaboration from their teams.
Are You Practicing These Seven Additional Inclusive Leadership Behaviors? Simma Lieberman
Why Good Leaders Pass the Credit and Take the Blame, HBR.org
Why Great Leaders Let Others Take The Credit, Jas Singh
I once sat through a presentation with a leader who kept saying reassuring statements all the while shaking his head no. I listened to his negating gesture rather than to his words. A leader's emotions and words are scrutinized for meaning from his or her followers. A leader who displays negative emotions will cause additional stress among his collegues and staff. People except a certain level of diplomacy from their leaders even when speaking the hard truth. A leader can demand accountability and results without being belligerent. Leaders should inspire trust and deliberate words and action can make that easier.
People respond positively to the authentic expression of positive emotions. A leader who shows passion for the projects, for the organization and for the people involved can rally others. Showing positive emotions such as excitement or enthusiasm for a new project or happiness over someone's good work can be motivating.
7 Ways Leaders Maintain Their Composure in Difficult Times, Forbes
Leading With Positive Emotions, Ross School of Business
Pushing a team to achieve its goals can be difficult for Inclusive leaders. They don't like to feel rushed and don't want to pressure others. They can struggle to model the drive, urgency and intensity sometimes needed by a team needing to get immediate results.
Internalizing problems can be an issue for these leaders. They'd rather hold in their frustration rather than expressing it and risk destabilizing relationships. They never want anyone to feel offended or insulted by them. They are slow to anger and uncomfortable with those who get emotional. If they have to fight to be heard, they might chose to be silent, rather than risk appearing overly aggressive.
Leaders with high empathy can have a hard time saying "no". Inclusive leaders want to be liked and to be seen as reasonable and compassionate. They can appear to lack confidence and authority. Physically, they may assume a posture or use gestures that make them appear smaller or less threatening. They need to be aware that they can come across as wishy-washy, indecisive or lacking in confidence.
The 8 Dimensions of Leadership Map is a quick assessment to give you an idea of your own style.
Different business situations often require different styles of leadership. Mentors, coaches and self-reflection can help any type of leader stretch into each of the leadership behaviors needed by every effective leader.
Here's an overview of lessons you can learn from each of the eight dimensions of leadership. These lessons and insights are drawn from The 8 Dimensions of Leaders: DiSC® Strategies for Becoming a Better Leader.
Lessons from Each of the 8 Dimensions of Leadership from TalentGear.com
A great leader must know how and when to use all of the eight dimensions of leadership. Here is a quick overview of all eight.
If leaders are made, not born, then what role do assessments play in leadership development? If they can’t identify who will be successful in a leadership role, then what use are they?