Psychology and Leadership: What Does Your Style Say about You? Part 2
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Co-creator of Perceptual Style Theory
In Part 1 of this five-part series on leadership and Perceptual Style Theory (PST), we defined leadership as a reciprocal relationship in which one person points in a direction and others follow.
Leadership is a complex skill that is difficult to define precisely. Much of the research on leadership has focused on recognizable characteristics such as command, decision-making, and risk-taking. While these qualities describe certain forms of leadership commonly seen in business and politics, they do not capture the full range of ways people lead.
We believe leadership cannot be explained by Perceptual Style alone. A definition that effectively excludes people with certain Perceptual Styles from the possibility of leadership is incomplete. Our definition is intentionally broad: leadership occurs when one person points in a direction and others follow. That direction may be explicit or subtle. What defines leadership is the reciprocal relationship between leader and follower.
People with any of the six Perceptual Styles can lead. Effective leadership emerges when individuals recognize their natural strengths, understand their limitations, and learn how to work with people whose perspectives differ from their own.
Five Qualities of Effective Leadership
People follow leaders because they recognize, consciously or unconsciously, certain qualities in them. Effective leaders:
- Build their leadership behaviors on the natural strengths of their Perceptual Style.
- Recognize the limitations their Perceptual Style may impose on how they understand the world, and seek perspectives from people with different Perceptual Styles.
- Understand that their followers have different Perceptual Styles and adapt their communication to reach them effectively.
- Create opportunities for people with complementary talents and skills to contribute to the group's success.
- Learn to borrow effective leadership techniques from other Perceptual Styles while adapting those techniques to their own style and personality.
In Part 1, we explored the first two qualities. In this article, we will examine the remaining three and how they contribute to effective leadership.
Communicating Across Perceptual Styles
Effective leaders recognize that the people they lead do not necessarily perceive or interpret information in the same way they do. Words, actions, and communication methods may carry different meanings for people with different Perceptual Styles.
For example, within Perceptual Style Theory, people with the Methods Style tend to receive written communication more effectively than verbal communication, while people with the Activity Style often gain greater understanding through verbal interaction.
Leaders who understand these differences learn to vary the size of their audience, the words they choose, and the manner in which information is delivered. Rather than expecting everyone to respond to a single communication approach, they adapt their methods to help people understand and participate.
Building Teams with Complementary Strengths
Groups that work together effectively discover that different members bring different skills and talents. They are most productive when individuals have opportunities to contribute in ways that draw upon what they naturally do well.
Complementary skill sets can strengthen productivity, but differences can also create friction when they are not understood or managed effectively. Leaders learn how to bring people together so that their natural talents and acquired skills support and build upon one another.
They also recognize the importance of creating an appropriate level of Perceptual Style diversity within a team. Too little diversity may limit the range of perspectives available, while too much unmanaged creative tension may interfere with collaboration. Effective leaders seek a balance that encourages productive differences without overwhelming the group.
Learning Leadership Techniques from Other Styles
Each Perceptual Style has its own set of natural leadership strengths. Effective leaders study the successful behaviors of others and learn how to incorporate useful techniques that may not come naturally to their own style.
By borrowing techniques, we do not mean copying another person's behavior exactly. Simply imitating someone else's approach rarely produces the same results because the behavior may not fit our own Perceptual Style or personality.
Instead, effective leaders adapt those techniques, making them their own. They expand their leadership abilities while remaining grounded in their natural strengths and individual personalities.
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Discover how understanding Perceptual Style can help you communicate more effectively, recognize complementary strengths, and develop your natural leadership abilities. Explore The Power of Your Perception.
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About Dr. Gary M. Jordan, Ph.D.
Gary M. Jordan, Ph.D., has more than 35 years of experience in clinical psychology, behavioral assessment, individual development, and coaching. He earned his doctorate in Clinical Psychology from the California School of Professional Psychology in Berkeley. As co-creator of Perceptual Style Theory and a partner at Vega Behavioral Consulting, Ltd., he helps individuals discover their natural strengths, develop their talents, and build more fulfilling personal and professional lives.
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