CLI: The Connective Leadership Institute : Sample Organizational Inventory (OASI) results

The following styles are the ones that the organization tends to reward most frequently:

Vicarious (5.6)

This group derives a real sense of accomplishment when the people or group with whom it identifies succeeds. Group members know how to be good mentors, offering encouragement and guidance to others. Group members eagerly support others with reassurance, guidance, and praise, but do not get into the act themselves. When others with whom they strongly identify succeed, group members feel a real sense of accomplishment themselves. They feel very comfortable being spectators or supporters of others who are the main achievers rather than engaging in action that leads to direct achievement of their own. Members try to offer sound wisdom and counsel to others and feel satisfied when that advice produces a successful result.

Entrusting (5.2)

This group knows how to make other people feel that the group is counting on them. The confidence the group displays in others makes the people they call upon feel they can do the task. The group entrusts its goals and tasks to individuals and groups whom they believe can accomplish these assignments as well as, or even better than, the group can on its own. When the group assigns a task to an associate(s), it generally expects that party to perform with minimal supervision. The group's entrusting style ordinarily has the effect of empowering those on whom they rely. Those who are given such assignments, however, may quietly wish at the outset for more explicit directions and advice. Nonetheless, the group has a talent for bringing out the best in others. In most cases, group members simply expect everyone around them to help with the group's tasks. The group uses leadership through expectation. Entrusting groups are less concerned than Social groups about selecting just the right person for a specific task, because they expect people to reach within themselves to live up to the group's flattering expectations.

Although the styles that the organization rewards most frequently are very useful and important, be aware that they have the following potential limitations. This is particularly the case when organizations reward those styles to the exclusion of other styles:

Vicarious (5.6)

Groups who prefer this style may tend to remain behind the scenes or on the sidelines, not actively involved in tasks. As a result, their contributions to others' success may fail to be recognized. It could be that they tend to put others' goals ahead of their own. They tend to be overly self-sacrificing and somewhat uncomfortable about putting their own goals or tasks ahead of others'. Group members may be unwilling to devote the psychic and/or physical energy or other resources that are necessary to get directly involved in their own, the group's or another's task. They may be perceived by others as not having the self-confidence or initiative to do it.

Entrusting (5.2)

Groups who prefer the Entrusting style tend to rely upon others to assume part or all of the responsibility for the group's own task or goal. Group members may overestimate other people's abilities without real evidence for that conclusion. Group members may also overestimate others' commitment and interest, as well. They may depend too much on others when it would be better, faster, safer, and more appropriate to do it themselves or to delegate it with more explicit guidelines. Others may misinterpret this group's behavior as insufficiently assertive or direct. Group members may underestimate their own judgment or ability to accomplish a task and thus seek other peoples' confirmation of their ideas to an excessive degree before moving forward to accomplish a task. This strategy may take too much time and interfere with progress in reaching the goal.

The following styles are the ones the organization tends to reward less frequently. Organizations which reward these styles gain certain benefits that this organization may be foregoing unnecessarily:

Intrinsic (4.8)

Groups who use this style tend to be very self-motivated. They do not wait for others to help them. They are self reliant and do not wait for others to help. They look within the group both for motivation and for standards of excellence. Even when others assure them that their performance is good enough, they often are dissatisfied, particularly if they do not feel they have given it their best shot. Groups who use this style enjoy the sense of autonomy that comes from not having to rely on others. Being in control of themselves and how they do the task affords group members a sense of intellectual and creative freedom. Groups who use this style look to themselves for the resources to perform any given task. Tasks that represent a real challenge interest them the most, regardless of whether or not any external reward is involved. Accomplishing a task well, particularly a challenging task, is reward enough. Groups who prefer this style feel they know what needs to be done, and they usually can articulate this vision for others.

Personal (4.2)

Groups who prefer this style tend to rely on themselves, using group members' personality, intelligence, wit, humor, family background and previous achievements as instruments for further success. By using this style, the group will begin to rely more on group members' personal attributes and achievements to win the attention and persuade others. Groups that use this style encourage people who are persuasive public speakers, who can convince others to help accomplish their task. They appreciate the role of dramatic gestures and symbolism in conveying the core meaning and importance of the group's task. The group's ability to take counter-intuitive, or unexpected, action takes supporters and opponents, alike, by surprise. Their behavior often captivates their audience's imagination and inspires them to support the group. Groups who use this style have a highly developed sense of timing and know how to use ritual, costume, even drama and pageantry to communicate their message to potential supporters. Learning to use the Personal style will also improve the group's negotiating skills.

Collaborative (4.2)

Groups who favor the Collaborative style prefer to work with team members and others in a team format. They derive an added surge of enthusiasm and creativity from doing things with others. They like the camaraderie of working together and feel devoted to the group and its goals. Collaborative groups expect all members to do their portion of the work, but they also expect to reward all members with their fair share of the prize. If the group does not succeed, it accepts its proper measure of responsibility for the failure. Using this style will enable this group to work more effectively on team projects and to develop a better sense of teamwork.

Power (4.2)

Groups who prefer the Power style like to be in charge. They like to be in leadership positions and are less interested in being followers. In using this style, the group will be better able to take control of tasks, situations and resources. Groups who prefer this style take responsibility for things, even though they may assign or delegate parts of the task to others. By learning to use this style, group members will improve their ability to coordinate and organize people and events. They will learn to commandeer resources and delegate parts of the task to others. Although they will learn the important skill of delegating, they will keep a close eye on how things they care about are being handled.

Competitive (4.0)

Groups who use the Competitive style derive satisfaction from performing a task better than anyone else. Competition motivates these people to persist at a task until they succeed. By utilizing this style more, group members will learn to compare their performance with the performance of others' and learn to judge themselves against a more external and less personal standard. Groups who use this style tend to get a real thrill from winning and being the best. Groups who use this style are less driven by internal standards of exquisite perfection than by comparisons with the performance of others and realistic ambitions for being the best.

Contributory (3.0)

Groups who favor the Contributory style prefer to work behind the scenes to help others accomplish their tasks. Using this style allows group members to help others while staying out of the limelight, while still understanding that their contribution has made a difference to the other party's success. Group members will see themselves as partners in others' tasks, but they are always aware that the major accomplishment belongs to the other person/group. This style is very effective for groups that are involved in staff and support functions.

Social (3.0)

Groups who use the Social style have strong 'networking' and political skills. They keep in touch with people and put many of their 'contacts' in touch with one another. Using this style, group members will select other people whose special knowledge, skills or background are relevant to the task at hand. Groups members to learn to do things through other people/groups and will begin to recognize the connections between people and tasks. They will learn to keep good mental notes about the specific talents, knowledge and contacts of their associates and begin to link them to appropriate tasks. Groups who use this style have strong political and networking skills, which they call upon comfortably. They keep in touch with large networks of people, who feel remembered, liked and ready to help. They put associates who need assistance in touch with just the right helper. Group members will become more willing to pick up the telephone and call an associate for help instead of always going to the library or database and digging out the information for themselves. Their network is their database.