Both emotional and social intelligence are underpinned by self awareness, self awareness around your behavioral style. Behavioral styles consider your preferred pattern of behavior for a large number of situations. Your behavioral style represents itself through your daily interactions and is not subject to judgment or evaluation. It's merely a required preference. At a surface level, your style is closely linked to whether you tend to assert yourself or respond to others in social settings, and whether you tend to display emotion or secure control in these settings. It shows itself in your communication style, conflict management style, the job roles you've been drawn towards, and the way you perceive yourself and your contributions in the workplace.
The underlying model of behavioral style involves two primary dimensions how assertion is extreme breast and how emotions are managed. With assertiveness you may prefer to take the lead in assertive ways, speaking directly and frankly whilst focusing on strategic objectives. Alternatively, you may prefer to respond to input from others, and share your own ideas as a way to build upon others contributions. With emotional control you may prefer to express yourself outwardly in social settings, or maintain composure and control. The two extremes of the assertive and emotional variables provide four basic combinations that can be thought of as behavioral preferences across a range of situations. Some people blend these four patterns almost equally, while others may tend to prefer one behavioral pattern over others.
Years of research into workplace success have shown that you're likely to have one of the four behavioral styles. That is more pronounced. Each style has its own preferred way of acting, thinking and making decisions. Understanding these preferences allows you to determine the best way to interact with anyone. High dominance people control their emotions and speak assertively. They prefer to be decisive and control a situation that focuses on outcomes and results.
They're not concerned about relationships or feelings and may come across as blunt at times. High influence people show their emotions readily and speak openly. They're optimistic and creative and enjoy sharing ideas. They may appear to others or some focused and easily distracted. High steadiness people show their emotions openly and prefer to ask questions rather than give orders. Relationships feeling some personal security are important to them, as they want the time to consider the impact of decisions on everyone.
They may appear here assitant at times, high compliance people control their emotions but tend to ask questions rather than give orders. They're focused on logic and accuracy and act deliberately to achieve that. At times, they're focused on getting things perfect may be perceived as being critical. The high influence and high steadiness styles display emotions openly and respond best to those who do the same. Their focus in achieving an outcome is through relationships, as their tendency is to readily show emotion. This helps them to build relationships at work, and it can have mixed effects on Team cohesiveness.
The high dominance and high compliance styles tend to view displays of emotion as not necessarily being relevant in the workplace. These styles are more focused on the task itself. Both of these styles care about personal relationships and feelings but consider these to be relevant only. In certain settings, they prefer to express themselves more rationally at work. The high influence and high dominance styles will put more energy into situations and what they're trying to achieve, and they operate at a faster pace. The high compliance and high steadiness styles have a tendency to conserve their energy.
And as a consequence, they are more deliberate in the way in which they go about things and so our slower paced the circle in the middle of shows where emotionally intelligent and socially intelligent engagements take place. Here the focus and pace of the interaction is more in harmony with others involved and can be adapted easily to take accounts of their responses.