The bottom half of the circle is a complete map of how Reactive Mind structures itself. The Leadership Circle Universal Model of Leadership maps out the entire domain of Reactive Leadership. Both contribute to high quality leadership and effective leadership skills, although creative leadership considerably increases leadership efficiency.. Fulcrum Associates | Micro Leadership Macro Results. Since the opposite types of Complying (yin) and Controlling (yang) are displayed on opposite sides of the circle, with Protecting (neutral) in the middle, the Model and the Profile are very useful in explaining the nature of each Reactive type as well as the functional and dysfunctional dynamics between them. They are Controlling Types. The Leadership Circle Profile is an integrated lens of a leader’s vertical development. The Leadership Circle Profile: One Page - The Whole Picture. They often leave a host of injured bodies in their wake. Three Aspects of Mandela to Guide Us All as Leaders, What Whole Foods CEO Would Advise His “Younger Self” to Do, Millennials? Reactive Leadership Tendencies The lower half of the circle maps self-limiting Reactive Tendencies and leadership behavior. Consequently, they often seek and gain power at the expense of others, and see others as resources to be used to accomplish what they want. Reactive tendencies are significant inhibitors of effective leadership. There are multiple measures of Reactive behavior, run from well-researched self-limiting beliefs, that fit neatly into one of the three types and form the core organizing beliefs and behaviors of each type. These self-limiting styles over emphasize the focus on gaining the approval of others, protecting yourself, and getting results through high control tactics. Neither Yin nor Yang the take the neutral position. She also notices the pull to the proactive vs. reactive framing and why she prefers the creative/reactive interplay. They fear vulnerability. The components measured expose the proven competencies needed, and the reactive tendencies to be reduced. Other strengths tend to develop later, or remain underdeveloped. This leads us to develop some very valuable and admirable qualities. They gain perspective and engage with unemotional calm and clarity of insight. Our research suggests that most leaders (70 to 80%) are leading Reactively. These assessments show a strong positive correlation between Creative competencies and Leadership Effectiveness, while Reactive tendencies are negatively correlated with Leadership Effectiveness. Leadership Circle Profile is a statistically valid tool that that measures the two primary leadership domains – Creative Competencies and Reactive Tendencies – and integrates this information so that key opportunities for leadership development immediately rise to the surface to support you to maximise your impact as a leader. Measuring Creative Competencies vs Reactive Leadership Styles High scores in the Reactive dimensions correlate to low Creative Competency scores, and low levels of leadership effectiveness overall. They do so through one of three different Reactive Types. At the core of The Leadership Circle (360 degree assessment) model are the Reactive tendencies and Creative competencies.. Heart/ Types become loyal, hard-working, gifted at creating harmony, sensing othersâ needs, helping and supporting others. Discover instant insights about your leadership profile and how to be a more effective & inspiring leader with the best-in-class 360 leadership assessment. Each type has very different strengths and limitations. At the Reactive Stage of Development, they establish their sense of worth and security by demonstrating their analytical and critical capabilities. They are coauthors of Mastering Leadership (Wiley). This type is a mirror image opposite of the Complying type. The revelation provides insight into how a leader’s habits of thought translate into productive or unproductive styles of leadership. Reacting to problems that occur throughout your … Updated: 25 Nov 2015, 01:47 AM IST Bob Anderson, Bill Adams. • The Leadership Circle has carried out assessments of more than 200,000 leaders worldwide. Duncan: With many examples of “Creative” leadership available for observation and study, why do so many leaders seem to gravitate to their reactive tendencies? THE REACTIVE LEADERSHIP STYLES The lower half of the circle maps self limiting from BBUS 1106 at George Brown College As expected, the bottom 10% of hundreds of thousands of leaders had many reactive tendencies and the top 10 reactive traits in the lowest scoring leaders include: Not a team player / … In the following leadership comparison, we put responsive and reactive leadership tendencies side by side to help you get to know the differences between these two leadership styles and see if you can identify which category you fit into. Reactive types: are often more concerned with how they are doing than with what they are doing; do things right (defined by norms), rather than doing the right things; over-control and micromanage; avoid conflict by not addressing real issues; fail to lead by constantly escalating ideas for change to higher management to get permission to move ahead; hold decision making and creative engagement close to the vestâvested in top management; expect top management to have all the answers, to provide the charismatic vision, and to fix the messes; blame others for problems and claim no share of complicity themselves; wait for the culture to change, for mixed messages to be clarified, and for guarantees of success before investing in change; believe that vision and direction must come first from above, and that the job of those below is to receive itârather than to co-create the future; and say what theyâre expected to say in meetings and have the real conversations afterwards. The Leadership Circle Universal Model of Leadership maps out the entire domain of Reactive Leadership. These qualities reach maturity at the Creative Stage of Leader Development. They remain in their head, staying above the fray, and provide rational explanations for events. The Reactive dimensions reflect inner beliefs and assumptions that limit effectiveness, authentic expression, and empowering leadership. If you look at the circle itself, you will see Reactive structure of mind represented by the lower half of the circle and Creative structure by the upper half.. You Still Manage Them as Individuals, The “Tyranny of the Immediate” Tyrannizes Leaders Most of All, American Institute of Certified Public Accountants, Department of Housing & Urban Development (HUD). Reactive domain and associated beliefs and behaviors. #Â Â Â Â Â Â Â Â Â #Â Â Â Â Â Â Â Â Â #, Excerpted from Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results, by Robert J. Anderson and William A. Adams (Wiley, 2015). Such reactive behaviors limit or block change, undermine collective effectiveness and sub-optimize performance. Understand how your reactive tendencies create limited leadership success; Explore the role risk, fear and toxic expectations play in triggering your reaction; Learn the three reactive tendencies and which one you default to the most; How to develop by leveraging tendencies and which one you default to most The focus of this program is on two fundamental aspects of adaptive leadership: learn how to identify and integrate your hidden patterns and reactive tendencies underlying how you feel, think and behave; develop your decision-making, leadership and mentoring capabilities. The LCP is the only instrument that measures the two primary leadership domain — s Creative Competencies and Reactive Tendencies — and integrates this information so that key opportunities for development immediately rise to the surface. The lower half of the circle maps self-limiting Reactive Tendencies and leadership behavior. Their self-worth and security depend on others liking, loving, or accepting them. Reactive vs. Proactive Leadership. Leadership Inside Out You take your leadership development seriously. By understanding these factors, leaders are invited into transformative insight that provides a pathway to greater effectiveness. Because these types are quite different, unless there is considerable self-awareness, the relational dynamics between these Reactive Types is often not very effective. It is the only instrument that measures the two primary leadership domains – Creative Competencies and Reactive Tendencies – and integrates this information for immediate opportunities for leadership development. As we mature, we tend to develop our primary strength first and leverage our best. Shahmeen Sadiq is a seasoned leadership development professional and executive coach who has worked with hundreds of leaders across North America on their shifts… Appreciating Reactive Tendencies on Vimeo “ We then get into how to tell and own your own story before moving into reflection on a) reactive tendencies to be aware of and b) reflection questions to help you amplify your own creative leadership. The lead from Yang. Will Types move against others and compete in order to triumph over others. While we each have all three of these strengths, we tend to organize our character around the one that is core to our essential nature. 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