"Each person is defined by a combination of these styles in varying proportions: some have one style strongly expressed, others have three, and there are people whose primary style stands out.
This is our internal makeup, which is largely determined by the construction of our bodies, but thanks to neuroplasticity, we can change the expression of these hormones and neurotransmitters if we want to. This typification is so fundamental that it exists in animals as well. We all know about the existence of worker bees and scout bees. It turns out that worker bees and scout bees are absolutely identical biological entities, but in scout bees, the dopamine reward system is more pronounced.
Research shows that a harmonious combination of several elements of informal leadership styles in one group statistically leads to long-term success.
How can this knowledge help us in business, knowing that different styles of informal leadership are present in our team? We once created a company called Yva.ai, which focused on studying and measuring the five informal leadership styles through internal communications within companies. With the permission of employees, we connected to their emails, Slack, Microsoft Teams, and other communication channels. This allowed us to identify patterns inherent to the corresponding leadership styles, enabling individuals to learn about themselves and their colleagues. Subsequently, a leader could add employees with the leadership styles that were lacking in the company to their team. Interestingly, our neural network was able to predict employee resignations even before the employee made the decision to leave, but this was a byproduct of our system that helped prevent employee burnout. We eventually had to sell this company to our colleagues from Canada.
Let's look at the histories of Apple and Kodak. I have the impression that John Sculley is a powerful Dominant. He confidently moved the company forward in the 1990s, but he lacked the dopamine element for innovation. Steve Jobs was obviously a Dominant and Innovator. He had a testosterone-driven nature, but at the same time, he parked in disabled parking spaces and did things against the rules. According to Tim Cook's interviews, he appears to be a Protector-Integrator. This is someone who, in the late 1990s, began to establish work processes in the company. Steve Jobs and Tim Cook, as Dominant-Innovator and Protector-Integrator, started working together and assembled a team of 15 people who effectively built the Apple company we know today. This phenomenon of harmoniously combining different styles of informal leadership is called collective intelligence.
The diagram below shows the communication network among people, where each point represents an individual. The diameter of the point corresponds to the number of messages they send, and the strength of the line indicates communication between individuals. Thicker lines represent more communication between these people. The blue color represents the working group, while the green and differently colored lines represent people outside the department or project group.