The 8 Dimensions of Leadership
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The document outlines eight dimensions of leadership, emphasizing that effective leaders must be multidimensional and capable of adapting their strategies. Each dimension, including pioneering, energizing, affirming, inclusive, humble, deliberate, resolute, and commanding, is described with its strengths, challenges, and suggested action items for improvement. The overall message is that self-awareness of one's default leadership style can enhance a leader's effectiveness by addressing their weaknesses and embracing a broader range of strategies.
The 8 Dimensions of Leadership
- 1. The 8 Dimensions of Leadership http://www.slideshare.net/BillPanopoulos
- 2. WE ARE ALL LEADERS Think of your DISC profile as a set of descriptors letting you know what “tools” you have in your tool belt. Your default LEADERSHIP DIMENSION shows you which “tools” you reach for most often.
- 3. When your personality profile is merged with your natural, or “default,” leadership style, you can see your LEADERSHIP DIMENSION.
- 6. Unicycles don’t make good pace cars! While your particular leadership gifting contains strengths worth developing and weaknesses that warrant attention, a truly effective leader must be MULTIDIMENSIONAL, capable of adopting leadership strategies other than their own.
- 8. The Pioneering Dimension Strengths and Motivators Those with the PIONEERING DIMENSION tend to be Action-oriented, adventurous, and drawn to new opportunities Dynamic and charismatic, charming others into support Passionate, optimistic, confident, and creative
- 9. The Pioneering Dimension Challenges and “Blind Spots” Those with the PIONEERING DIMENSION tend to be Impulsive, impatient, overconfident, and outspoken Aggressive and overpowering under pressure Inconsiderate of how their impulsiveness may affect others in their wake
- 10. The Pioneering Dimension Action Items PIONEERING leaders would increase their effectiveness through focusing on patience, humility and consideration in their dealings with others.
- 12. The Energizing Dimension Strengths and Motivators Those with the ENERGIZING DIMENSION tend to be Enthusiastic, spontaneous, outgoing, and upbeat Unafraid of colorful, new ideas– generating them or embracing them Collaborative, open, expressive, and connected
- 13. The Energizing Dimension Challenges and “Blind Spots” Those with the ENERGIZING DIMENSION tend to be Disorganized, scattered, and erratic, especially on follow- through or solitary tasks; annoyed by analysis Motivated to avoid negativity, both external and internal (sensitivity to criticism) Overly expressive and even frantic under pressure
- 14. The Energizing Dimension Action Items ENERGIZING leaders would increase effectiveness through being more objective, and following through on tasks.
- 15. The Affirming Dimension “You can do it!”
- 16. The Affirming Dimension Strengths and Motivators Those with the AFFIRMING DIMENSION tend to be Kind and supportive, seeing the good in others Flexible, open, patient, easy-going, and tolerant Relationship-oriented, sincere, affectionate
- 17. The Affirming Dimension Challenges and “Blind Spots” Those with the AFFIRMING DIMENSION tend to be Averse to conflict, often struggling to give negative feedback or an opposing viewpoint Prone to avoiding difficult problems that may create tension Frustrated by analysis because of a perception that it is negative by nature
- 18. The Affirming Dimension Action Items AFFIRMING leaders would increase their effectiveness through acknowledging others’ flaws, and by confronting problems.
- 19. The Inclusive Dimension “I’m listening…”
- 20. The Inclusive Dimension Strengths and Motivators Those with the INCLUSIVE DIMENSION tend to be Good listeners who foster collaboration and understanding Accepting, diplomatic, patient, and dependable Prone to adopt a cautious, methodical pace to ensure thoughtfulness
- 21. The Inclusive Dimension Challenges and “Blind Spots” Those with the INCLUSIVE DIMENSION tend to be Passive, often allowing others to take advantage of their patient nature Threatened by change or the unknown Prone to internalizing problems and avoiding conflict
- 22. The Inclusive Dimension Action Items INCLUSIVE leaders would increase their effectiveness by displaying self- confidence and revealing their true feelings.
- 23. The Humble Dimension “How can I help you?”
- 24. The Humble Dimension Strengths and Motivators Those with the HUMBLE DIMENSION tend to be Reliable, steady, conscientious, precise, and consistent Fair-minded, practical, diligent, and thorough Able to discern what systems and structures would meet others’ needs
- 25. The Humble Dimension Challenges and “Blind Spots” Those with the HUMBLE DIMENSION tend to be Overly cautious, hindering spontaneity or creativity at times Wary of change or “rocking the boat,” even when it may be needed Prone to avoid trouble, conflicts, self-expression, and exposure
- 26. The Humble Dimension Action Items HUMBLE leaders would increase their effectiveness by being decisive, showing a sense of urgency, initiating change, and speaking up.
- 27. The Deliberate Dimension “Quality is no accident…”
- 28. The Deliberate Dimension Strengths and Motivators Those with the DELIBERATE DIMENSION tend to be Disciplined leaders who provide high-quality outcomes through careful analysis and planning Systematic, moderately paced, objective problem- solvers Accurate, valuing expertise, logic, and privacy
- 29. The Deliberate Dimension Challenges and “Blind Spots” Those with the DELIBERATE DIMENSION tend to be Reluctant to show emotions coupled with a distaste for vulnerability Stubbornly skeptic of others’ ideas, particularly if it threatens their perceived sense of credibility Devoted to a comfort zone that can make them seem isolated or stagnant
- 30. The Deliberate Dimension Action Items DELIBERATE leaders would increase their effectiveness by acknowledging others’ feelings and looking beyond data.
- 31. The Resolute Dimension “We can do better!”
- 32. The Resolute Dimension Strengths and Motivators Those with the RESOLUTE DIMENSION tend to be Tenaciously driven, with a passion for overcoming obstacles Independent and determined, valuing personal mastery, accomplishment, and efficient results
- 33. The Resolute Dimension Challenges and “Blind Spots” Those with the RESOLUTE DIMENSION tend to be Naturally skeptical, appearing disinterested, guarded, or serious Vigorous debaters, critical, with a disdain for weakness Self-reliant, opinionated, driven by a perception of “shoulds”
- 34. The Resolute Dimension Action Items RESOLUTE leaders would increase their effectiveness by focusing on personal warmth, tactful communication, and attention to others’ needs.
- 35. The Commanding Dimension “Show me the money!”
- 36. The Commanding Dimension Strengths and Motivators Those with the RESOLUTE DIMENSION tend to be Powerful, decisive leaders who possess a take-charge presence Competitive, driven, assertive, motivated by bottom-line results or victory Able to tenaciously tolerate conflict
- 37. The Commanding Dimension Challenges and “Blind Spots” Those with the RESOLUTE DIMENSION tend to be Blunt, insistent, demanding, and with an aversion to “soft” emotions Forceful, pushing others at the expanse of morale Closed to feedback, but open to giving it
- 38. The Commanding Dimension Action Items COMMANDING leaders would increase their effectiveness by focusing on patience and empathy.