LEADERSHIP STYLES & INTERPERSONAL RELATIONSHIPS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP12-00036R000100260002-1
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 4
• Document Creation Date: December 23, 2016
• Document Release Date: August 26, 2013
• Sequence Number: 2
• Content Type: REPORT

Declassified and Approved For Release 2013/08/26: CIA-RDP12-00036R000100260002-1
Leadership Styles &
Interpersonal Relationships
There are several reasons why it is important to know your leadership
style.
1. It helps you to identify your particular strengths for action'
rather than modeling your approach after someone with a different
style. What is effective for one person may not be the most
effective, or even a comfortable approach for you. Knowledge of
behavior tendencies you are not comfortable with can be analyzed
for change as well.
2. Just as important as knowing your style, is the importance of
recognizing behavior tendencies in others. Once you recognize
what motivates the persons you interact with, you are able to
shift your communication style to allow You to be more effective.
Let's identify how Chargers, Persuaders, Supporters, and Reflectors appear
at work.
Chargers
r,
You can best appeal to thecompetitive-natnrejaTChatgers-. They also
tend to be decisive. Their mind set is to rush to k:riicture. These people
are impatient. They also hate to be put on hold. Do not delay getting
information back to this person they' could literail*AtUt,their fingers
through the desk waiting for you to respond to their inquiry. In dealing
with a Charger, you want to be clear, specific and simple. These people
appear to be leaders because they take control. They can take just about
any situation and reduce it to a workable form. However, they need
associates with political savvy to ensure they have reduced it the correct
way. Chargers make everything seem so simple. -Ne-v-ei :let these people seem
out of control. The best strategy is to make them feel it is their idea.
Chargers believe in using the "experts." Never haek them into a corner or
try to give them details unless they specifically' 'ask for details.
Persuaders
These individuals are easy to spot because they wear their emotions on
their faces. They are concerned with high morale, people and innovaton.
The feelings of others tend to have a heavy influence on these people.
Approach Persuiders in a light manner -- humor is most effective with them.
They are the "people persons" in the office. It is not unusual to find
them in the morning going from desk-to-desk, office-to-office to see how
the employees, their families, pets, etc. are doing. They are very
sensitive to the needs of others. To convince this style, let them know
OD Systems 1985
All Rights Reserved
Declassified and Approved For Release 2013/08/26: CIA-RDP12-00036R000100260002-1
Declassified and Approved For Release 2013/08/26: CIA-RDP12-00036R000100260002-1
the value of the change you want to implement.. They are also the most
verbal of all the groups; so, do not be in a hurry! Their office may look
cluttered because they surround themselves with "conversation pieces"
Members of this group generally respond to their auxiliary style more than
any other group.
Supporters
These people 'nal it all together and make every attempt to keep it
that way. They like procedures, Systems and an established way of
accomplishing tasks. They ask a lot, of "why" questions which allows them
to pull everything into focus. They react well when presented with choices
and alternatives. Supporters have the ability to take chaos and create 'a
terrific procedure for dealing with it. They are also great group
facilitators. Supporters tend to get along with all the other styles the
best. They respond well to praise, recognition and appreciation,
Reflectors
Persons in this group desire facts and figures. Their approach to.
most situations is logical and scientifit, Their mind set is, "here is
only one right Way to accomplish s task.", Reflectors generally do not .give
a lot of visual feedback -- they come across as stonefaces. They are
introspective. This group. tends to worry more than any of the others
because they want everything to be perfect, It is not unusual for a
Reflector to worry about worrying too much! Everything appears to be in
order with them evenllt is not. 'These people are the most cautious when it
comes to change. They like to have a Well thought-out plan before taking
action. They are family oriented, loyal and sensitiVe.
Declassified and Approved For Release 2013/08/26: CIA-RDP12-00036R000100260002-1
Declassified and Approved For Release 2013/08/26: CIA-RDP12-00036R000100260002-1
16,
Directions for Leadership Style Profile
In order to identify your individual Leadership Style, do the following:
1. Add up the number of times you have circled each letter in the "M" Column.
This will give you a frequency count for each letter.
2. Place the frequency count of each letter in the "Most Frequency" column
listed below.
3. Add up the number of times you have circled each letter in the "L" Column.
This will give you a frequency count for each letter.
4. Place the frequency count of each letter in the "Least Frequency" column
listed below:
5. Subtract the "Least Frequency" Score from the "Most Frequency" score and
enter the difference in the "Difference." column This Score may be 'positive
or negative.
6. This profile of scores provides information about your dominant Leadership
Style and provides auxillary information about tendanCiestoward the other
Leadership Styles.
MOST FREQUENCY
LEAST FREQUENCY DIFFERENCE + ( )
a. .5? a. W a. -5 (C).'
b. 17/ b. 3 b. / (P)
? /0 c. 4/ c. (S)
d. 4/ d. 4/ d. 0 (R)
e. e. e. (E)
OD Systems, Inc. 1985
All Rights Reserved
Declassified and Approved For Release 2013/08/26 : CIA-RDP12-00036R00010n7snrm9_1
V
Declassified and Approved For Release 2013/08/26: CIA-RDP12-00036R000100260002-1
Leadership Styles Grid
For each square, circle the letter next to the term which MOST (M) describes you, and
the letter next to the term which LEAST (L) describes you. There will only be 2 circles
in each square.
ML
ML
ML
ML
considerate
vigorous
joyful .
harmonious
c
ao...)
E b
E d
respectful d E
bold a(D
optimistic b b
accommodating Q)c
open-minded
i cheerful
serious
will power
b E
(Dc
d d
Eca)
self-reliant
polished
diplomatic
- satisfied
a a
E b
(0)E
c 0
.reserved
good mixer
competitive
lenient
.d d
be
(-!Da
c c
neighborly -c (3
practical , d d
restless . (2)a
popular b b
fussy .
obedient .
out-going
dominating
EO
(KOE
b b
a a :
daring
soft-spoken
sociable
patient
a a
4 ID
b
c c
pioneering
loyal ,
charming
easily led
aQ)
E :
b b
E d
enthusiastic (Db
restrained EE)
outspoken a a
accurate d E
determined .
submissive
inspiring
timid
(DE
E c
' b E
E(i)
moderate
jovial
_
nervy
precise
(Dc
E b
EC)
4 A
attractive
individualist
orderly
sweet
cI)b
a(E)
d(d)
E c
assertive a a
controlled cc
talkative b (6)
conventional E A
spontaneous
reserved
contented
trusting
a a
d(i)
E c
Ob
tOrdial
even-tempered
adventurous
receptive
,E b
c c
a(E)
(DE
nonchalant
dynamic
adaptable
light-hearted
E(i)
(i)a
d E
b b
methodical00
persuasive b(D
original E a
gentle c c
? ? ng
convincing
brave
cautious
good-natured
b b
a(g)
d d
E
generous
risk-taker
animated
disciplined
E b
0 E
admirable,
kind
dominant
resigned
b E
c E
Oa
Eq)
decisive a a
sympathetic c
confident
tolerant E d
calm
fearful
flexible
agressive
t c
E d
Cb
a0
high-spirited
persistent
agreeable
willing
E
a a
d d
CDE
Declassified and Approved For Release 2013/08/26: CIA-RDP12-00036R000100260002-1