Extended DISC® Team Analysis Report - Diamond and Leadership CulturesThe Diamond in the Extended DISC Team Analysis Report provides us with vital information relating to the leadership style of team members. Depending where their name appears on the “behavioural map”, we can assess the individual’s leadership style and draw conclusions on the type of leadership that could be expected if that particular individual was placed in a leadership role. Sometimes we tend to conclude that a leader has to have “D” characteristics, which of course in some cases is desirable but leaders can and do emerge with different behavioural styles.
Sensing – Intuition And the four quadrant model uses the first two of these scales but also recognises the other two. Let’s take a look at the leadership culture of the various behavioural styles, which is graphically detailed on the “Diamond” forming part of the Extended DISC Team Analysis Report. When we consider that the Diamond is like a behavioural map with “Thinking” at the top of the “map” and "Feeling” at the bottom, and “Sensing” to the left and “Intuition” to the right, the various styles begin to become clear. Starting at the top of the diamond “Thinking” styles, “CD” types rely on power-centred leadership, while at the bottom of the diamond “Feeling” styles, “IS” types rely on participating leadership. In the “Sensing” segment, the “SC” styles rely on planning leadership while their opposites, the “Intuitive” styles, rely on change leadership. Between these styles, we have the following behavioural styles, “D” = authoritive leadership, “I” = informal leadership, “S” = supporting leadership and “C” = quality leadership. The important thing to remember is that none of these styles is better or worse than the other and in differing circumstances (and in different teams), different leadership styles are more readily accepted, become more effective and can be more desirable than in others. The challenge for consultants and human resource professionals is to recognise the differences, which can be difficult if the leader’s behavioural style is not recognised through the use of the Extended DISC Personal Analysis Report. Unless the leader’s unconscious behavioural style is known, it is easy to conclude that his/her conscious adjusted behavioural style underpins his/her leadership style. The consequences of this fundamental misunderstanding can be expensive for any organisation because, in a pressure situation, the leader will revert to his/her unconscious behavioural style - the style that takes the least amount of energy and effort and requires the least amount of concentration.
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Remembering the four quadrant model, upon which Extended DISC is based, the type of leadership expected from the various styles becomes quite logical. The four main scales of opposites are:
