The Q4 Model

Psychological Associates is the only talent management company that uses the Dimensional® Model of Behavior™. It was developed by our co-founders Drs. Robert E. Lefton and V.R. Buzzotta to organize objective, observable behavior into four quadrants.

Organizations can challenge their talent to grow and adapt by adopting optimal behavior patterns. We believe Q4 behavior combines a strong desire for accomplishment with a high regard for people to generate long-term business success.

Take the Behavior Questionnaire to learn how to work more effectively with others.

Learn More
close

LTPS Tips

Leadership

Is the Leader Steering Your Team Into a Ditch?

Oct. 18th, 2017

The Situation

You are on a newly formed team, assigned to come up with a recommendation for reducing costs within your organization by five percent in the next year.

All departments are represented on the six-member team. While team members are acquainted with each other, none of you normally works together. The company designated Warren as leader because he is a senior cost-accountant with 30 years experience at your firm.

Leaderless Leader?

After just a few meetings, you are concerned about Warren. While his knowledge is essential to the team’s mission, he shows Q2 reluctance to lead the group. He allows discussions to drift into time-wasting side issues. He doesn’t challenge the team to put aside their surface politeness and really wrestle with some of the difficult choices that will have to be made. Two members hardly say anything at all.

Avoiding Disaster

You are concerned that Warren’s ineffectual leadership is going to result in poor team performance. Company officials could be very disappointed by the team’s output. But since you are not the  team leader, what can you do?

Your Choices:

A
You can “lead from the rear” — while not usurping Warren’s official role, you can practice leadership behavior that will keep the group focused and performing more effectively.
B
Since you aren’t the leader, all you can do is work hard and give your own best effort. You’re not in a position to be responsible for the team’s poor leadership.
C
Discuss Warren’s role with him privately. Suggest that while he is a valuable asset, you will take responsibility for leading the team if he is uncomfortable doing it.

Choice A

As a Q4 leader, you should exercise your influencing skills. Warren is officially the leader, but you can help him do a better job if you lead by example. Encourage participation from everyone by asking reticent members their opinions. Make statements that try to keep discussion on topic and help with time management. Summarize discussion to show the group how far they have come — or not — toward solving problems and developing solutions. Suggest action plans that move toward progress on the team’s goals.

Choice B

Everyone on a team should feel responsible for the success of the team. If the team’s output is disappointing and second rate, it will reflect badly on everyone involved. So, you need to do more than just give your own best effort. Your Q4 collaborative and interpersonal skills can help Warren bring out the best in the other members. Answer A gives specific suggestions.

Choice C

Don’t attempt this choice; it’s presumptuous on your part and it would be embarrassing to Warren. He is the official team leader. However, you can offer direct and indirect support to help the team make a strong showing. Answer A gives some ideas on influencing the team. If Warren shows his appreciation for your support, of course, you can offer to do more, such as helping with meeting agendas or goal setting.