Leaders who primarily use this style are systematic, very cautious, and above all, very analytical. They focus their attention on data, information, and evidence, are very rational, and their arguments and ways of communicating reflect these qualities in their interactions and dialogues. Their voice is low-toned, monotonous, and they look directly into the eyes to ensure that what is said can be backed up with data.

Because ensuring accuracy is vital to them, they tend to work at a more moderate pace. They want to be seen as experts, so they are often drawn to projects and roles where they can shape processes to meet their high standards. They are highly motivated to get things right from the start and can become defensive if people challenge their methods or ideas.

Best qualities: very thorough, disciplined leaders who deliver high-quality results through careful analysis and planning.

Barriers: they avoid taking risks, are very perfectionist leaders who pay little attention to the human aspect.

Main Characteristics of Analytical Leaders:

• Goals: precision, accuracy, processes, and standards.
• Under stress: overload others with their data and logic-based arguments, overly critical.
• Fears: criticism of their work, fear of making mistakes.
• Need: recognition for a job well done.
• Judges others: based on logic and rationality.
• Pace: slow.
• Communication: indirect, wants to make sure to say the right thing and be correct.
• Response to rules: follow them and defend them thoroughly.

Disadvantages:

• They tend to be skeptical and sometimes sarcastic.
• Analysis paralysis.
• Losing sight of the goal by focusing on specifics.
• Little orientation towards people.

Where they may also need reinforcement:

• Cold and distant communication, make it warmer and closer.
• Pay attention to the needs of others.
• Delegate.
• Don’t be their own worst critic.

Strengths:

• They are committed and determined to do things right.
• They are able to separate emotions from facts.
• They take their time to create effective processes and structures.
• They are not afraid to confront and question ideas they perceive as illogical.
• They feel comfortable working autonomously and alone.
• They are capable of working tirelessly to solve complex problems.
• They strive to support their arguments with solid and real evidence.

As you can see, these are indispensable capabilities and qualities in a team, just like the qualities of other styles. At the same time, you can see that the excessive use of a strength can become a weakness and pose a threat depending on the context, project phase, etc. The key to identifying your primary style is to be alert to when your cooperation becomes a contribution or not. And on the other hand, being alert to communicate better with other styles.

We only have one left in this model of 8 dimensions, which is:

Resolute Leadership