Leadership Behaviour Resources
Tools and perspectives to support understanding before intervention
These resources are designed to support understanding and decision-making around leadership behaviour at work.
They are most useful where behaviour shifts under pressure, relationships feel strained, or patterns are emerging, but organisations are not yet ready for formal diagnostic work.
Used well, they help surface differences in style, motivation, and response.
Used without interpretation or context, they can create false certainty.
This page outlines the leadership behaviour resources available, when each is useful, and where their limits sit.
Behavioural Profiles for Work and Leadership
Behavioural profiles provide a structured way to explore how people communicate, make decisions, and respond under pressure at work.
They offer a shared language for discussing differences in behaviour without attributing intent, capability, or values.
The behavioural profiles offered here are used as inputs, not conclusions. Their value depends on interpretation, context, and how insight is applied to real workplace situations.
This section includes DISC and SDI profiles, each suited to different questions and conditions.
DISC Behavioural Profiles
DISC behavioural profiles focus on observable behaviour at work, including communication preferences, decision-making pace, and responses to challenge.
As a workplace behavioural profile, DISC is most useful when:
Exploring differences in working style.
Improving communication and collaboration.
Supporting individual reflection or small-group insight.
DISC profiles work best when interpretation is added, particularly where multiple profiles are being used or where behaviour under pressure is already being noticed.
SDI Behavioural and Motivational Profiles
SDI behavioural and motivational profiles focus on motivation and conflict behaviour at work, particularly how motivation shifts and how behaviour changes under pressure or in conflict.
SDI is most useful where relationships feel strained despite good intent, or where behaviour patterns repeat during periods of stress.
An SDI profile is particularly helpful when:
Motivation and engagement are being explored.
Conflict patterns are recurring.
Behaviour changes noticeably under pressure.
Because SDI explores motivational shifts and conflict dynamics, interpretation is strongly recommended to avoid over-analysis or misapplication.
Further Reading and Perspectives
Some leaders find it helpful to engage with reflective leadership resources alongside behavioural profiles or diagnostic insight.
These resources are not assessments. They are intended to support awareness, reflection, and more grounded conversations about behaviour and accountability at work.
Leadership 101: Don’t Be a Dick
A short, deliberately plain-spoken leadership book focused on behaviour, accountability, and how everyday actions shape trust and performance at work.
The title is intentionally provocative. The content is deliberately grounded.
This book is often used to prompt reflection, support informal leadership conversations, and reinforce basic behavioural expectations. It is not a leadership programme, assessment, or diagnostic.
It builds awareness, not alignment.
When Resources Are — and Aren’t — Enough
Leadership behaviour resources can be helpful starting points. They are rarely sufficient on their own when:
Behaviour escalates under pressure.
Accountability becomes inconsistent.
Issues repeat across teams or functions.
Intent and impact continue to diverge.
In these situations, clarity usually comes from stepping back and understanding what is actually happening within the system, rather than adding further tools or frameworks.
If that distinction feels relevant, the next step is usually diagnostic rather than developmental.
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