Well, here we are again, and as promised in the previous post, we are going to start looking at the characteristics of the directive, pioneering, and energetic leadership profiles. For this, we will dedicate a specific page or post to each one.

But first, let’s go back to the general model. Try to think of that octagon as a map, and if you put a horizontal axis that goes from east to west, we would have the figure divided into two hemispheres, from the center to the east we would have those factors: directive, pioneering, and energetic.

he factors that are in that part of the DISC quadranttend to be fast-paced, they like environments with high energy levels, they have open and frank communication, they are spontaneous,very goal-oriented, and need high levels of recognition. On the contrary, routine, methodical, and excessively predictable environments bore and demotivate them.

Leaders with these styles tend to be more confident and self-assured and are not afraid to share their opinions, judgments, and thoughts directly and clearly.

On the west side,completely opposite to them are the inclusive, humble, and analytical styles. These are much slower-paced, predictable environments, friendly, and not very competitive. Profiles with this type of predominant styles prefer places and environments where they can work methodically, do not like to be the center of attention, and prefer to focus on a single task from start to finish instead of starting many tasks at once. They get frustrated in environments where people are more focused on standing out and competing than on doing their job well.

Leaders with this type of style tend to be more reserved, less expressive, so they usually use a more reflective leadership style.

And if we draw a north-south axis, we would have profiles and their combinations in the upper analytical, resolute, and directive part with tendencies to be more skeptical in their approach to people and problems or situations in general.

Leaders who manage this northern quadrant tend to ask many questions, want to make sure to take into account all variables. They are more controlling, competencies are important to them more than attitudes, they like to solve problems, and thrive on challenges. Also, they are able to work alone for long periods of time. They try to always be objective in their approaches to ideas and solving complex problems, which means that the variable of emotion is taken out of their options.

On the contrary, in the southern quadrant, the energetic, affirmative, and inclusive styles are profiles with a clear orientation towards people and their involvement in projects.

They strive for friendly environments where people’s opinions are taken into account and there is respect among them. Collaboration is very important to them, and they tend to have a certain aversion to more critical and perfectionist profiles. They value social acceptance a lot and will not hesitate to use flattery and recognition with team members as a motivational lever.

Now that you have an approximation, you can place yourself on one of the axes with some of the behavioral tendencies that you identify with the most. As you can see, none are good or bad, they simply have strengths and weaknesses, and the great news is that they can be trained.

Do you identify with any of these quadrants? If you have any doubts, remember that you can always take one of our DISC assessments,which are the most comprehensive on the market and have reliability and validity. Be careful with the type of DISC test you take because there are many pirates in the market, products that say in small print “based on DISC” and are a cheap copy that does not meet the minimum guarantees.

While this model proposed by Sugerman, Scullard, and Wilhelm, which in turn is based on extensive literature and research, is quite complete, a couple of more profiles are missing, which I will provide you with at the end of everything and show you the evolution of leadership models and our contribution.

Now, it’s time to break down each DISC leadership style, and the first one is:

Directive Leadership