What Does Perceptual Style Theory Tell You About Leadership? Part 1
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Each Perceptual Style supports a wide range of natural talents that people with that style find relatively easy to learn, develop, and apply. These strengths also influence how individuals approach leadership.
In this article, the first in a series exploring leadership through Perceptual Style Theory (PST), I will examine the qualities that allow people with different Perceptual Styles (PS) to lead effectively. We will begin with two essential qualities: building leadership behaviors around natural strengths and recognizing the limitations of one's own perspective.
Leadership is a very complex skill that is difficult to pin down. Much of the research on leadership has focused on the more obvious traits such as command, decision making, risk-taking, etc. While these definitions capture much of what is widely recognized as leadership in the business and political arenas, they can limit leadership to one or two Perceptual Styles. Leadership cannot be explained by PS alone, but we believe that a definition that excludes many people from the possibility of leadership is incomplete. We prefer a very broad definition of the word: Leadership is when one person points in a direction and others follow. The ‘pointing in a direction’ can be overt and specific, or subtle and indistinct. It is not the nature of the direction that determines leadership; rather, it is the existence of a reciprocal relationship – leader and follower. The development of this reciprocal relationship is not PS dependent; people with any of the six PS can lead. People follow a leader because they recognize either consciously or unconsciously that the leader has certain qualities:
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Their behaviors build on the natural strengths of their PS.
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They are aware of the limitations to understanding the world their PS imposes, and they seek to surround themselves and listen to people whose Perceptual Styles differ from their own.
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They are aware that any group of followers is composed of people with PS that are different from their own and they find ways to communicate effectively to all PS.
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They provide opportunities for the diversity within their group of followers to engage and build on complementary skill sets.
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They learn how to ‘borrow’ successful leadership techniques from the other PS and to use them in a way that puts the stamp of their PS and their unique personality on them.
Using this definition of leadership, we believe that people with all six PS are capable of leading.
Let’s take a look at the first two of these five qualities (we will look at the last three in Part 2):
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Their behaviors build on the natural strengths of their PS.
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We have often spoken and written that people are most satisfied and find the most meaning in their lives, no matter what they are doing, when their actions draw upon their natural skills. It is also true that people are most effective and efficient when they are using skills that are naturally supported by their PS. Leaders are aware of their own natural skills, develop them, and use them as much as is realistic, possible, and appropriate. Behavior that is consistent with a leader's Perceptual Style often rings true to others. By contrast, behavior that conflicts with that natural style may lack the fluidity and authenticity that inspire confidence and a willingness to follow, even when the behavior itself appears effective.
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They are aware of the limitations to understanding the world their PS imposes, and they seek to surround themselves and listen to people whose Perceptual Styles differ from their own.
One of the most important aspects of Perceptual Style Theory (PST) is that everyone’s understanding of the world is limited by their PS. While this is an easy concept to learn about and understand intellectually, it is a challenging one to integrate into one’s actions in daily life. Leaders not only understand and accept that they have an incomplete view of the world, they recognize the practical limitations of their view and actively seek the advice and counsel of others with different PS to help them fully understand important situations and issues.
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About Lynda-Ross
Lynda-Ross Vega is a partner at Vega Behavioral Consulting, Ltd. She specializes in helping corporate leaders, entrepreneurs, and individuals with interpersonal communications, team dynamics, personal development, and navigating change. Lynda-Ross is co-creator of Perceptual Style Theory, a revolutionary behavioral psychology theory and assessment system that teaches people how to unleash their natural strengths and build the life and career they dream of.
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