Introduction

integrators are typically very good at leading, managing, and holding people accountable. They love running the day-to-day aspects of the business.

Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future.

The true leaders in any organization are the people who others trust to do the right thing. It is apparent that they have in mind the best interests both of their organizations and of the team members with whom they’re working, not just their own.

When we lead with our Innocent, we tend toward optimism and may be overly trusting of others and inattentive to potential dangers in the environment. When we lead with the Orphan, we tend to be more aware of dangers and threats, more pessimistic, and somewhat less able to trust, even when trust may be warranted.

Illuminators, on the other hand, have a persistent curiosity about other people. They have been trained or have trained themselves in the craft of understanding others. They know what to look for and how to ask the right questions at the right time. They shine the brightness of their care on people and make them feel bigger, deeper, respected, lit