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116 PART 3: THE PERSONAL SIDE OF LEADERSHIP
for each of the four styles is determined through a survey called the Herrmann
Brain Dominance Instrument (HBDI), which has been administered to hundreds
of thousands of individuals.
The whole brain model provides a useful overview of an individual’s men-
tal preferences, which in turn affect patterns of communication, behavior, and
leadership.
Quadrant A Quadrant A is associated with logical thinking, analysis of facts, and process-
Quadrant A
the part of the brain associated ing numbers. A person who has a quadrant A dominance is rational and realis-
the part of the brain associated
in the whole brain model with
in the whole brain model with
logical thinking, analysis of
logical thinking, analysis of tic, thinks critically, and likes to deal with numbers and technical matters. These
facts, and processing numbers
facts, and processing numbers people like to know how things work and to follow logical procedures. A leader
with a predominantly A-quadrant thinking style tends to be directive and au-
thoritative. This leader focuses on tasks and activities and likes to deal with con-
crete information and facts. Opinions and feelings are generally not considered as
important as facts.
Quadrant B
Quadrant B Quadrant B deals with planning, organizing facts, and careful detailed review. A
the part of the brain associated
the part of the brain associated person who relies heavily on quadrant B thinking is well-organized, reliable, and
in the whole brain model with
in the whole brain model with
planning, organizing facts, and
planning, organizing facts, and neat. These people like to establish plans and procedures and get things done on
careful detailed review
careful detailed review time. Quadrant-B leaders are typically conservative and highly traditional. They
tend to avoid risks and strive for stability. Thus, they may insist on following rules
and procedures, no matter what the circumstances are.
Quadrant C
Quadrant C Quadrant C is associated with interpersonal relationships and affects intuitive
the part of the brain associated
the part of the brain associated and emotional thought processes. C-quadrant individuals are sensitive to oth-
in the whole brain model with
in the whole brain model with
interpersonal relationships and
interpersonal relationships and ers and enjoy interacting with and teaching others. They are typically emotional
intuitive and emotional thought
intuitive and emotional thought and expressive, outgoing, and supportive of others. Leaders with a predominantly
processes
processes quadrant-C style are friendly, trusting, and empathetic. They are concerned with
people’s feelings more than with tasks and procedures and may put emphasis on
employee development and training.
Quadrant D
Quadrant D Quadrant D is associated with conceptualizing, synthesizing, and integrating facts
the part of the brain associated and patterns, with seeing the big picture rather than the details. A person with a
the part of the brain associated
in the whole brain model with
in the whole brain model with
conceptualizing, synthesizing,
conceptualizing, synthesizing, quadrant-D preference is visionary and imaginative, likes to speculate, break the
and integrating facts and
and integrating facts and rules, and take risks, and may be impetuous. These people are curious and enjoy
patterns.
patterns. experimentation and playfulness. The D-quadrant leader is holistic, imaginative,
and adventurous. This leader enjoys change, experimentation and risk-taking, and
generally allows followers a great deal of freedom and fl exibility.
Exhibit 4.4 illustrates the model with its four quadrants and some of the men-
tal processes associated with each. Each style has positive and negative results for
leaders and followers. There is no style that is necessarily better or worse, though
any of the styles carried to an extreme can be detrimental. It is important to
remember that every individual, even those with a strong preference in one quad-
rant, actually has a coalition of preferences from each of the four quadrants.
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Therefore, leaders with a predominantly quadrant-A style may also have elements
from one or more of the other styles, which affects their leadership effectiveness.
For example, a leader with a strong A-quadrant preference might also have pref-
erences from quadrant C, the interpersonal area, which would cause her to have
concern for people’s feelings even though she is primarily concerned with tasks,
facts, and fi gures.
In addition, Herrmann believes people can learn to use their “whole brain,”
rather than relying only on one or two quadrants. His research indicates that very
few, if any, individuals can be wholly balanced among the four quadrants, but
people can be aware of their preferences and engage in activities and experiences
that help develop the other quadrants. Leaders who reach the top of organizations
often have well-balanced brains, according to Herrmann’s research. In fact, the