Characteristics 

• Relationship-oriented with the ability to adapt to the methods and priorities of others. 

• Good at supporting other people and the organisation to be productive and effective. 

• Responds well to appreciation and direction. 

• Engages people with a positive image and a friendly attitude. 

• Generally dependent on external approval and support. 

• Basic self-perception emphasises the need to be helpful. 

• Avoids directly communicating own needs. 

Strengths 

• Known for empathy for the needs and concerns of other people; can often see and support the highest potential in others as well. 

• Capable of consistent support for other people or the organisation. 

• Generally exhibit excellent communication and teaching skills. 

• Large capacity for adaptability and responsiveness which creates good rapport and working relations with many different people. 

• Usually, success- and achievement-oriented with the ability to support and make alliances with other successful people. 

• At best, consistently forward-moving and optimistic toward people and life in general. 

Potential Problems 

• Over-emphasis on relationship can create emotional reactions and impair effectiveness. 

• Can lose touch with own needs and priorities. Overwork, burnout or physical symptoms are common. 

• May have trouble keeping a focus in a non-supportive environment. 

• Other people may feel obligated to be nice and may be inhibited from communicating in a straightforward or critical way. 

• Can become overly dependent on other people for a sense of self-worth or security or may take the opposite stance and become excessively independent. 

• Too much helpfulness can inhibit other people’s initiative or responsibility. 

General Focus 

Desire being accepted and liked by others, sensitive to what other people need and helping the important person or cause. This may lead to being over-extended, overly dependent or manipulative.

Application to Your Leadership Style 

Major Assets 

Sensitivity and empathy for the needs of other people help you give each person the sense that they are valued and important. You excel at seeing each person’s potential and are able to guide this to the immediate work. You have the ability to convey confidence, caring and conviction and you exhibit strong interpersonal skills. This ability, combined with your drive for achievement, creates a positive working environment. 

Major Challenges 

Work to clarify your own position and priorities. Try to see conflict or differences that may arise with others as a necessary part of the process. Realise that it’s not always possible to earn approval or to give support and approval to others. Notice and manage how much you extend empathy for others and reduce your tendency to react emotionally to situations. 

Preferred Learning Style 

• Personal support allows them to relax and be more open to learning. 

• Since there is a fear of appearing foolish, may be hesitant to take initial risks. 

• May need extensive preparation and/or partnership in trying new things. 

• Important to feel personal rapport with the instructor, and important that the instructor treat people in a caring way. 

• Clarity of content or retention of material may suffer from over-emphasis on relating. 

• Capacity to adapt to new environments and new people supports learning process. 

Suggestions for Your Professional Development 

• Your viewpoint may be biased toward relationships. Work to develop a systematic overview of the work including structure, technical details and other important variables not directly part of the human element. Practice objective, non-personal decision-making assessment. 

• Keep in mind that your warmth and ability to relate may not be the other person’s priority. Don’t expect others to form relationships with you beyond the capacity of their personality type. At times, you will need to function outside of your comfort zone. 

• Because of your great capacity for empathy and feeling for other people, watch your tendency to become overly helpful or to assume responsibility for their issues. Maintain a sense of friendly detachment. Be careful about absorbing other people’s feelings into your body. 

• You can feel invalidated by criticism and send a message that you are overly vulnerable to negative feedback. Encourage feedback and don’t take it too personally, even when people don’t deliver it well. 

• Be aware that your need for attention or approval can at times seem like a demand for special treatment and may alienate other people. 

• Make sure your attention at work follows the priorities of the task and the organisation rather than your own emotional state. Practice slowing down and bringing things into focus. 

• Be willing to set limits for yourself. In the effort to meet needs in the environment, you may lose sight of what you can do well. Be realistic about what you can accomplish. Avoid taking on work or tasks that are beyond your present capacity. 

• Avoid too much helpfulness or over-explaining in an effort to take care of people. Remember to back off and allow room for other people’s involvement and contribution to develop, even if it takes more time. 

• Your style of communication can be perceived as unnecessarily emotional. Pay attention to the feelings, anxieties and attitudes expressed through your voice and body language. 

Suggestions for the Leader 

• Make direct contact and show warmth and personal interest in them. 

• Emphasise personal rapport and a supportive learning environment. 

• Encourage partner and group activities. 

• Don’t expect initial high risk-taking. 

• Don’t limit the learning or working process to logical or analytical styles. 

• Encourage intuitive and creative problem-solving.