CLS360 INTERACTIVE
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PEOPLE-ORIENTED (COMMUNION)
This meta-motive is concerned with "getting along", friendliness and love, ranging from affiliation to conflictuous/hostility.
RESULTS-ORIENTED (PASSIVE)
This meta-motive is concerned with "getting ahead", autonomy and control, ranging from dominance to submissive.
PEOPLE–ORIENTED (CONFLICTUOUS)
This meta-motive is concerned with "getting along", friendliness and love, ranging from affiliation to conflictuous/hostility.
RESULTS-ORIENTED (AGENCY)
This meta-motive is concerned with "getting ahead", autonomy and control, ranging from dominance to submissive.
COACHING STYLE
Leaders show their appreciation for their employees and let them know how important they are, they stimulate through positive communication and listen to employees' opinions.
PARTICIPATIVE STYLE
Leaders include employees in all decisions and processes, they easily accept and incorporate employees' suggestions, and show they understand the feelings and emotions of their employees.
YIELDING STYLE
Leaders are very flexible when interacting with employees and hesitate to provide guidance, they tend to put the employees' interest above the company's, and avoid being the centre of attention.
WITHDRAWN STYLE
Leaders are personally and professionally absent, tend to avoid confrontations and responsibilities, and act too late when problems arise.
DISTRUSTFUL STYLE
Leaders are suspicious of employees motives, tend to be quick and negative in their judgment, and stay distant from their employees.
DIRECTIVE STYLE
Leaders try to reach success in a competitive way, tend to actively monitor and correct employees, and behave firmly towards employees.
INSPIRATIONAL STYLE
Leaders stimulate and persuade employees through a clear vision, act decisively when performance and/or organisational problems arise and motivate employees to perform optimally.
CHARISMATIC QUADRANT
Often referred to as transformational styles, Inspirational and Coaching are associated with an interest in higher goals, warmth and the ability to enroll others, motivating, intellectually stimulating and showing consideration to others.
AUTOCRATIC QUADRANT
Leaders who use these styles hope to enforce obedience or compliance in their employees. They communicate in a harsh, one-sided manner, without showing much understanding for others.
AVOIDING QUADRANT
Overall, this is "non-leadership" or the avoidance of responsibility by the leader. With these styles the leader, certainly in the eyes of the employees, takes action too late, or when problems have already become serious.
DEMOCRATIC QUADRANT
The leader allows greater participation and autonomy, supervising from a distance; monitors the results and only takes action when necessary. Leadership researchers refer to this quadrant as "leadership by exception – active".