Behavioral StylesDISC Presentation
Train the TrainerTrain the Trainer
©2011 Leadership Resources & Consulting
• On the response page, you will see 24 boxes of words. Each box contains 4 lines of words. For each box select he line of words that most describes you and use a coin to scratch the box in the Most column of that line. Then, select the line of words that least describes you and use a coin to scratch the box in the Least column of that line. Repeat this process for the remaining 23 boxes.
• While you are responding to the 24 boxes, keep your focus on the descriptions that apply to yourself in the workplace or home, but not both
• Be honest with yourself!• Go with your “gut” instinct – don’t overanalyze!• Select only One (1) Most and One (1) Least that best describes you. Use a
coin to scratch ONE (1) box under the “M” Most column and One (1) box under the “L” Least column.
• You should take no more than 10 minutes to complete the instrument, and it should be done in one uninterrupted sitting.
• Refer to the example below before proceeding:• Select only ONE (1) Most• And ONE (1) Least Example
M L Gentle, kindly Persuasive, convincing Humble, reserved, modest Original, inventive, individualistic
S
C
DirectionsDirections
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Plotting The GraphsPlotting The Graphs
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Unusual GraphsUnusual Graphs
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Over Shift Response Note• Sandra Sample's responses to the questionnaire indicate she may be under pressure to be an overachiever.
Have her look at the demands being placed on her and set priorities. She should deal only with those demands that are most critical and put the rest on hold, or seek assistance with the lower priority demands.Therefore, we recommend that the report be carefully scrutinized to ensure the greatest of accuracy in the information presented about Sandra Sample. In addition, she may want to consider retaking the instrument later when she feels comfortable in achieving this balance.
Tight Response Note• The adjectives Sam Sample selected as being least like him may indicate that he is going through some type of
transition or change in his personal life. This can be a result of him being in a new job or changing home environment. It may also result from a change in roles or responsibilities in the present environment. External pressures not directly related to the focus environment may be on his mind. Any of the aforementioned may cause temporary stress or anxiety which in turn may have altered the responses to the instrument.
• Therefore, we recommend that the report be carefully scrutinized to ensure the greatest of accuracy in the information presented about Sam Sample. In addition, he may want to consider retaking the instrument later at a less stressful time.
Under Shift Response Notes• An under shift graph will not be seen due to the high validity of the Style Insights® questionnaire. Therefore, no
response note is available.
Response Notes E-mail ContentResponse Notes E-mail Content
©2011 Leadership Resources & Consulting
Pure StylesPure StylesPure StylesPure Styles
Pure High D 1.2% population
Pure High I 1.0% population
Pure High S .09% population
Pure High C .03% population
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1 2
3 4
The Johari WindowThe Johari WindowThe Johari WindowThe Johari Window
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1 2
3 4
D
I
S
C
The Johari WindowThe Johari WindowThe Johari WindowThe Johari Window
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Situational Leadership II ModelSituational Leadership II ModelA DESCRIPTION OF THE MODEL
The Situational Leadership model is founded in the belief that there is no one best leadership style. Leaders are most effective when they use different techniques according to the differing needs of the people they manage. Flexibility is important because no two people come to a task with identical skills, knowledge, confidence, or motivation.
Directive and Supportive Leadership Behavior
Directive Behavior is the extent to which a leader tells a subordinate what to do, how, when and where to do it, and then closely supervises performance. This leadership behavior is characterized by structure, control, and supervision.
Supportive Behavior is the extent to which the leader lets subordinates take responsibility for their own work. Praise, listening, and facilitation characterize this leadership style.
The Four Leadership Styles
The following four styles of leadership vary in three ways in terms of: 1) The amount of direction the leader provides, 2) the amount of support the leader provides, and 3) the amount of subordinate involvement in decision-making.
S1 – Directing: a combination of high directive and low supportive behavior. The leader provides specific instruction about roles and goals, and then closely supervises the subordinate’s behavior.
S2 – Coaching: a combination of high directive and high supportive behavior. The leader explains his/her directions, solicits suggestions, praises approximately right behavior, but continues to direct task accomplishment.
S3 – Supporting: a combination of high supportive and low directive behavior. The leader and subordinate make decisions together. The role of the leader is to facilitate, listen, encourage, and support.
S4 – Delegating: a combination of low directive and low supportive behavior. The leader turns over responsibility for task accomplishment to the follower; the follower provides his/her own direction and support.
©2011 Leadership Resources & Consulting
Situational LeadershipSituational Leadership
Blanchard, et, al. Group Development and Situational Leadership, 1984, p. 7
SU
PP
OR
TIV
E B
EH
AV
IOR
DIRECTING DELEGATING
COACHINGSUPPORTING
DIRECTIVE BEHAVIOR
S I
C D
©2011 Leadership Resources & Consulting
Managerial Leadership RolesManagerial Leadership Roles
DIRECTOR
1. Visioning, planning and goal setting 2. Designing and organizing 3. Delegating effectively
PRODUCER 1. Working productively 2. Fostering a productive work environment 3. Managing time and stress
INNOVATOR 1. Living with change 2. Thinking creatively 3. Creating change
BROKER 1. Building and maintaining a power base 2. Negotiating agreement and commitment 3. Presenting ideas
MONITOR 1. Monitoring personal performance 2. Managing collective performance 3. Managing organizational performance
COORDINATOR 1. Managing projects 2. Designing work 3. Managing across functions
MENTOR 1. Understanding self and others 2. Communicating effectively 3. Developing subordinates
FACILITATOR 1. Build teams 2. Using participative decision making 3. Managing conflict
D IC S
From: Becoming A Master Manager by Robert Quinn
©2011 Leadership Resources & Consulting
COOPERATIVENESS
AS
SE
RT
IVE
NE
SS
C S Avoidance Accommodating
Collaborating
Competition Compromising D I
ConflictConflict
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Four Responses To ConflictFour Responses To ConflictTends to:
ASSERT
Tends to:
SUPPRESS
D
S
I
C
DEMANDGoal: Victory
EXPRESSGoal: Acknowledgement
WITHDRAWGoal: Justice
COMPLYGoal: Harmony
• Becomes aggressive and autocratic
• Creates win/lose outcomes
• Refuses to bend• Overpowers with force
• Wants to be heard• Glosses over tension
initially• Verbalizes feelings
impulsively• Personally attacks
• Becomes defensive• Strategizes in controlled
fashion• Resists passive-
aggressively• Overpowers with logic
and facts
• Avoids aggression• Tries to save relationships• Accommodates or gives
in• Simmers beneath the
surface
Focus on:
LOGICFocus on:
FEELINGS
©2011 Leadership Resources & Consulting
Task and ResponsibilityTask and Responsibility
Dominance Influence Steadiness Compliance
100
95
90
85
80
75
70656055
50
45403530252015
10 5
__ Fast pace
__ Getting quick results
__ Original thinking
__ Confronting responsibilities
__ Independent responsibilities
__ Forceful attitude
__ Make unpopular decisions
__ Being firm in getting results
__ Standing up to others
__ Moving forward with ideas
__ Delegating some tasks
__ Inventing ideas
__ Exercising authority
__ Delegating tasks to others
__Doing technical tasks
__ Leading by example
__ Technical competence
__ Cautious decisions
__ Specialized assignments
__ Calculated risk taking
__ Gathering information
__Working within a routine
__ Structured functions
__ Closely supervised work
__ Making proven decisions
__ Specialized tasks
__ Monitoring routine
__ Slow pace
__ Enthusiastic pace
__ Interacting with people
__ Persuasive interaction
__ Creating good will
__ Public responsibilities
__ Upbeat attitude
__ Relieve tension with humor
__ Being optimistic
__ Solving people problems
__ Nurturing relationships
__ Some social tasks
__ Organizing people
__ Reaching out to people
__ Doing people activities
__ Doing tasks for others
__ Leading by structures
__ Knowledge competence
__ Logical decisions
__ Long term assignments
__ Follow through on tasks
__ Meeting deadlines
__ Working alone
__ Independent functions
__ Research work
__ Making factual decisions
__ Strategic tasks
__ Critical analysis
__ Predictable pace
__ Steady pace
__ Systemic planning
__ Deliberate follow through
__ Scheduling work
__ Repetitive responsibilities
__ Calming attitude
__ Insure completion of task
__ Showing patience
__ Following procedure
__ Completing detailed work
__ Some solo tasks
__ Supporting others
__ Documenting activities
__ Doing routine tasks
__ Developing short cuts
__ Leading by gut feeling
__ Trouble shooter competence
__ Quick decisions
__ Multiple assignments
__ Ability to change directions
__ Establishing priorities
__ Working with diversity
__ Being mobile & active
__ Moving quickly
__ Making tactual decisions
__ Spontaneous tasks
__ Implementing change
__ Reactive pace
__ Controlled pace
__ Logical thinking
__ Critical review of details
__ Detailed analysis
__ Precision responsibilities
__ Sensitive attitude
__ Cautiously calculating risks
__Being well organized
__ Maintaining quality
__ Compiling detail records
__ Analyzing data
__ Sticking to procedures
__ Adherence to standards
__ Doing things right
__ Doing practical tasks
__ Leading by authority
__ Proactive competence
__ Independent decisions
__ Purposeful assignments
__ Anticipating problems
__ Trying new ideas
__ Working in chaos
__ Varied activities
__ Challenging status quo
__ Making unproven decisions
__ Unorthodox tasks
__ Making unpopular decisions
__ Unpredictable pace
4
3
2
1
©2011 Leadership Resources & Consulting
Myers-Briggs TypeMyers-Briggs Type IndicatorIndicator
ISTP INFP
INTP
ISTJ ISFJINTJ
ESFPENFP
ENTPESTP
ESFJ
Ext
rove
rted
SensingIntuitiveIntuitiveSensing
Feeling TypesThinking TypesJu
dgi
ng
Per
cep
tive
ESTJ ENTJ ENFJ
INFJ
Jud
gin
gP
erce
pti
ve
ISFP
I
C
D
S
Intr
over
ted
©2011 Leadership Resources & Consulting
Examples of DISC Leadership StylesExamples of DISC Leadership StylesD=DominanceHigh D Behavior: Direct, Domineering, Risk Taker
Leadership Example: General Douglas MacArthur Macarthur had a strong drive, and was gifted at achieving goals through dramatic presentations. He intimidated others, and had to win every argument he was in.
Low D Behavior: Unassuming, Mild, Modest
Leadership Example: General George C. MarshallMarshall liked having ownership of tasks, and following through with those tasks. He had intense loyalty, and was very blunt.
©2011 Leadership Resources & Consulting
100
75
0
50
25
D I S C
100
75
0
50
25
High DGen. Douglas MacArthur
Low DGen. George C. Marshall
Examples of DISC Leadership StylesExamples of DISC Leadership Styles
©2011 Leadership Resources & Consulting
I=INFLUENCEHigh I Behavior: Persuasive, Sociable, Confident
Leadership Example: Winston ChurchillChurchill had a strong drive, and achieved his goals through verbal skills. He often articulated you to his point of view, and he sometimes overwhelmed people with his words.
Low I Behavior: Controlled, Retiring, Aloof
Leadership Example: Harry S. TrumanPresident Truman loved developing new concepts. He was often the person who brought about change. He often made bold decisions going against the minority, and he sometimes was deemed harsh in his communication style.
Examples of DISC Leadership StylesExamples of DISC Leadership Styles
©2011 Leadership Resources & Consulting
100
75
0
50
25
D I S C
100
75
0
50
25
High ISir WinstonChurchill
Low IPresident Harry S. Truman
Examples of DISC Leadership StylesExamples of DISC Leadership Styles
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S =STEADINESSHigh S Behavior: Patient, Loyal, Team Player
Leadership Example: General Dwight D. Eisenhower Eisenhower maintained peace and harmony by being loyal to friends. He was known for his gift of bringing opposing groups together for a cause.
Low S Behavior: Mobile, Spontaneous,Active
Leadership Example: General George S. Patton Jr.Patton got results by carrying out difficult assignments. He pushed for action without taking time to weigh the consequences.
Examples of DISC Leadership StylesExamples of DISC Leadership Styles
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D I S C
100
75
0
50
25
100
75
0
50
25
High SGen. Dwight D. Eisenhower
Low SGen. George S. Patton, Jr.
Examples of DISC Leadership StylesExamples of DISC Leadership Styles
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C=COMPLIANCEHigh C Behavior: Accurate, Detailed, Restrained
Leadership Example: General Omar N. BradleyBradley was a critical thinker who was committed to quality and order. He adapted to those in authority because he feared criticism towards him.
Low C Behavior: Own Person, Firm, Defiant
Leadership Example:General H. Norman Schwarzkopf Schwarzkopf is known for his strength in character. He takes charge, but is sometimes slow in seeing a task completed. He has trouble seeing where aggressive actions can have negative consequences.
Examples of DISC Leadership StylesExamples of DISC Leadership Styles
©2011 Leadership Resources & Consulting
100
75
0
50
25
D I S C
100
75
0
50
25
High CGen Omar N. Bradley
Low CGen. H. Norman Schwarzkopf
Examples of DISC Leadership StylesExamples of DISC Leadership Styles
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