Research & Development by Robert A Cooke, Ph D and J Clayton Lafferty, Ph D. © Human Synergistics Int.

Humanistic-Encouraging (1 o'clock): People are expected to be supportive, constructive, and open to influence in their dealings with one another.

Affiliative (2 o'clock): People are expected to be friendly, cooperative, and sensitive to the satisfaction of their work group.

Approval (3 o'clock): People are expected to agree with, gain the approval of, and be liked by others.

Conventional (4 o'clock): People are expected to conform, follow the rules, and make a good impression.

Dependent (5 o'clock): People are expected to do what they're told and clear all decisions with superiors.

Avoidance (6 o'clock): People are expected to shift responsibilities to others and avoid any possibility for being blamed for mistakes.

Oppositional (7 o'clock): People are expected to be critical, oppose the ideas of others, and make safe (but ineffectual) decisions.

Power (8 o'clock): People are expected to take charge, control subordinates, and yield to the demands of superiors.

Competitive (9 o'clock): People are expected to operate in a "win-lose" framework and work against (rather than with) their peers.

Perfectionistic (10 o'clock): People are expected to avoid mistakes, keep track of everything, and work long hours to attain narrowly-defined objectives.

Achievement (11 o'clock): People are expected to set challenging but realistic goals, establish plans to reach those goals, and pursue them with enthusiasm.

Self-Actualising (12 o'clock): People are expected to enjoy their work, develop themselves, and take on new and interesting activities.

More on the Circumplex

July 2004

Welcome to a new issue of
Leading a Performance Culture

By Quentin Jones, Director, Human Synergistics Australia

We are excited to present to you a collection of articles dedicated to next week's 6th Australian Conference on Culture and Leadership - ‘The Culture-Performance Connection: A Mandate for Change’. This year's conference features two of Australia's cultural reform trailblazers and the presenters will show through case studies and research how leadership styles can create cultures that generate success.

There are still complimentary conference seats available in both Sydney and Melbourne.

I look forward to you joining us at what promises to be another successful Human Synergistics Culture and Leadership Conference!

Conference venues and car-parking
 

Conference on Culture and Leadership

The Culture-Performance Connection: A Mandate for Change

By Matthew Croxford, Human Synergistics International

There is only one week to go to the 6th Australian Conference on Culture and Leadership and time is running out to get registered!

The conference is themed The Culture-Performance Connection: A Mandate for Change and features Grahame Maher of Vodafone and Vaughn Richtor of ING Direct. They will talk about how their leadership styles have created a culture that generates success.
 

Conference on Culture and Leadership

Bosses Recognise the Need for Cultural Change

By Matthew Croxford, Human Synergistics International

Ninety per cent of Australians work in a negative culture of blame, indecision and conformity according to our latest study of more than 900 major Australian organisations. Covering more than 130,000 employees, the research indicates that the management styles and actions of bosses are generally out of touch with the espoused values of the organisation.
 

Conference on Culture and Leadership

The Leadership Challenge

By Matthew Croxford and Quentin Jones, Human Synergistics International

According to a 2003 Human Synergistics survey of 51 Australian and New Zealand companies, avoidance, dependence and approval-seeking are common leadership traits. The challenge for leaders is to identify - and resolve - the disconnect that exists between the impact a leader wants to have in his/her organisation and the impact he/she actually has.
 

Research

The Culture-Performance Connection: Research Results Book

By Shaun McCarthy, Chairperson, Human Synergistics International

For many years now Human Synergistics has been illustrating the intensity of the relationship between leadership and culture. As a systems loop, leadership impacts on culture and culture impacts on leadership.

This new book illustrates this relationship, presenting an enormous amount of data, collected from a large number of organisations, showing just how leadership and culture are related.
 

Products

A New Look and Feel for Key Human Synergistics Products

By Matthew Croxford, Human Synergistics International

If you're a regular user of Human Synergistics diagnostic tools, you may already have noticed some changes in the look and feel of some of our products. Many of our most popular tools have been waiting a while for a 21st century make over and we're happy to report the results look fantastic!
 

Products

Towards Self-Mastery: The Personal Effectiveness Inventory (PEI)

By Matthew Croxford, Human Synergistics International

The Personal Effectiveness Inventory (PEI) is a personal development instrument that helps individuals focus on those factors that are related to personal effectiveness, health and well-being. The PEI can provide further invaluable insight into the how individuals think and therefore how they are likely to behave.