Connective Leadership and Achieving Styles is a liberating antidote to the Jungian shackles of Myers-Briggs and other psychometric profiling systems.
Splitting 'achieving styles' into direct, relational and instrumental seems to open up lots of new ways of thinking about a work team (or a family or any other group, come to that). It ties in with Cultural Theory (as discussed in Gerard Fairtlough's posthumous booklet on trust and openness) and with wondering how the sociosystems that form around Facebook and other chattering clusters can accommodate the 'Direct Set' who "tend to confront their own tasks individually and directly... The three styles within the direct set emphasize deriving intrinsic satisfaction from mastering the task, outdoing others through competitive action, and using power to take charge and coordinate everyone and everything. These are the styles most closely linked to diversity and its various expressions of individualism."
We may now generally disapprove of such behaviour and of such mindsets, but we have to remember that we've bred a lot of these people (especially in the West) and we need to go on making best use of them, lest they retreat into what Alain de Vulpian calls 'isolates', where they can do little good and some harm.
References and Sources
Victoria Axelrod's 21st Century Organization blog
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