We can extend this approach with the theory of Robert C. Cloninger, who established three dimensions of character. (Cloninger CR. Temperament and Personality. Curr Opinion Neurobiol 1994b;4:266-273)
The goal here for the individual is to manage his behaviour to match the goals and values he chooses. He considers this dimension to be the key to differentiating between personality difference and a distinct but “normal” personality.
Cloninger connects this dimension with the ability to identify with, accept and sympathize with others.
A sense of belonging to the place where one creates. We often neglect this dimension, even though it is essential for many people.
A good leader cannot afford not to communicate. He must be able to focus his communication in such a way that he always has in mind:
a) the objective of the organisation or a message,
b) whether others share this objective,
c) whether others feel that the leader is part of the environment and does not create an atmosphere of “I cannot wait to leave this place for a somewhere better.”
Management at all levels requires seeking of specific objectives and ways to address them effectively. You can always combine several factors, but the human factor is the most important and has a vital position. It is not replaceable and is at the heart of the solution. A capable person or a team can deliver a superior result even with limited resources.
Continuous typology without boxing into specific categories helps with the ability to see the true nature of people. It helps optimize your work team and present them with appropriate tasks. Continuous typology can also determine your communication styles, assignment, and management of specific tasks.
If you want to modify the behaviour of an individual, for example, to improve his leadership skills, you can do it, with some simplification, in three ways:
Provide him with information on how, why, and what he should do to achieve his desired goal in line with the organization’s goal. You should expect him to apply some of it in his behaviour. This principle is the most common in practice. You can implement it through lectures, training, advice, guidance, etc.
Practically recognize undesirable and emphasize desirable behaviour by training. The assumption is that we should maintain the “new” behaviour for as long as possible. Influencing skills involves influencing knowledge. Because of the high activity demand and the needed skills of the trainer, we don’t use this principle much in practice. We can carry it out by training, drills, practice sessions, etc.
A conversation is a way to enable changes in how we think about things. The assumption is that the way that we think determines how we behave in general. Influencing thinking thus involves influencing both skills and knowledge