The document discusses four leadership languages: Pragmatism, Innovation, Analysis, and People. It provides details on the key characteristics, terms used, values, and effectiveness of each language. Leaders tend to rely more on one or two languages, but using the language appropriate to the situation increases effectiveness. The document can help individuals and groups understand differences in communication styles and how to develop flexibility.

1. The Four
Leadership
Languages
Pragmatism
Hallmarks Concrete, Focused, Immediate, Direct
Terms Realistic, Specific, Concrete, Account, Verify, Reliable,
Measure, Rate, “Down to Earth”, Utility, Consistency, Security,
“What”
ROI Efficiency, Cost Control, Resource Conservation and Utilization
Positive Clarity, Precision, Steward of Resources, Honoring What is
Intent Established
Values Driven by Stability, Security, and Accuracy
Misunderstood Seen as Rigid, Stubborn, Stuck, Inflexible, Overly Conforming
Most Useful Gathering facts, Seeking concurrence on specifics, Outlining
procedures, Focusing “in-the-moment” attention
©2006 Roger R. Pearman Permission to use for training and development is granted.
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2. The Four
Leadership
Languages
Innovation
Hallmarks Potential, Concept, Novel, Possibility, Complexity
Terms Ideas, Theory, Future, Impression, Estimation, Ideals,
Associations, Context, Big Picture, Patterns, Imagination
ROI Strategic Perspective, Research & Development, New Products
or Services
Positive Vision of Preferable Future, Honoring of Context and
Intent Complexity
Values Driven by Change, Imagination, Potential, Conceptual, Seeing
the “whole”
Misunderstood Seen as Dreamy, Indecisive, Unreliable, and too Vague
Most Useful Generating ideas, Creating open discussion with “possibility
questions,” Seeking to understand context from which new
associations emerge
©2006 Roger R. Pearman Permission to use for training and development is granted.
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3. The Four
Leadership
Languages
Analysis
Hallmarks Logic, Order, Critique, System, Outcome
Terms Analytical, Assess, Esteem, Dissect, Respect, Competence,
Principles, “Why,” Framework, Inquiry, Hypotheses, Compete
ROI Effectiveness, Developing a System that produces useful
outcomes, Seeks to understand “first causes” and correct
course
Positive Logical and elegant solution, Improving “what is”, Relentless
Intent focus on finding a better method or path
Values Driven by Competence, Excellence, Systems, Order, Principles
Misunderstood Seen as Arrogant, Condescending, Argumentative,
Presumptive
Most Useful Analyzing situations, Problem solving, Looking for divergent
and convergent solutions, Enhancing competence and
expertise
©2006 Roger R. Pearman Permission to use for training and development is granted.
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info@leadership-systems.com
(336) 774-0330
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4. The Four
Leadership
Languages
People
Hallmarks Empathy, Regard, Understanding, Team, Ideals, Relationship
Terms Accessible, Warm, Mutual, Networks, Listening, Connected,
Community, Convivial, Appraise, Encourage, Shared
ROI Social Capital, Reduction in Turnover and Healthcare/Workers’
Comp Claims, and Enhanced Loyalty and Commitment
Positive Encouraging the best and mutual responsibility among a
Intent group of individuals, Seeking constructive outcomes
Values Driven by Mutual Regard, Acknowledgement, Affirmation,
Meaning, and Relationship
Misunderstood Seen as Weak, Not “Tough Enough”, “High-maintenance,”
Non-competitive
Most Useful Seeking commitment over compliance, Inspiring greatness in
others, Engaging and coaching potential, Creating the glue for
a team
©2006 Roger R. Pearman Permission to use for training and development is granted.
Changes to this document violate copyright.
info@leadership-systems.com
(336) 774-0330
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5. The Four
Leadership
Languages
Foundations of the Four Languages
Model Personality or psychological type proposes that we have patterns in
the way we perceive information and act on those perceptions.
When our perceiving and executing patterns combine, we have the
basis for how we communicate with others.
“S” In the model of personality type, sensing is focused on the practical,
Pattern realistic details of a situation, and a present-oriented approach.
This language is primarily pragmatic.
“N” In the model of personality type, intuiting is energy directed toward
Pattern novel ideas, exploring context and the interconnectivity of ideas and
possibilities. This language is primarily innovative.
“T” In the model of personality type, thinking is a decision making
Pattern process that relies on logic, data that can be verified, critique, and
pursuit of the most comprehensive solution. This language is
primarily about analysis.
“F” In the model of personality type, feeling is a decision-making
Pattern process that relies on values, interconnectivity of people, and ideals.
This language is primarily about people.
Use All of us use the four languages. However, we tend to over rely on
one or two of the languages and underplay the other two. One of
the hallmarks of effectiveness is using the language appropriate to
the leader situation.
©2006 Roger R. Pearman Permission to use for training and development is granted.
Changes to this document violate copyright.
info@leadership-systems.com
(336) 774-0330
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6. The Four
Leadership
Languages
Using this The Four Leadership Languages document provides a summary of
document key research findings about each language.
Individual After you review the four, identify the one that is most true of your
style.
Once you have identified your primary language, develop a plan to
learn to use the other languages.
Tactic One useful tactic for learning effective use of the other languages is
to talk with individuals you feel are especially accomplished in the
other languages. Ask them to give examples of when their
approach is effective.
Group Have each member of the group identify his or her preferred
language.
Group the individuals according to their preferred language. Have
each group identify specific ways the language is useful. Have the
groups outline specific situations when the language is helpful and
when it gets in the way of effectiveness.
Goals Using this document can help achieve these goals:
• Introduce basic differences in communication.
• Identify ways to become more flexible.
• Explore how to increase overall leader effectiveness.
©2006 Roger R. Pearman Permission to use for training and development is granted.
Changes to this document violate copyright.
info@leadership-systems.com
(336) 774-0330
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7. The Four
Leadership
Languages
Sources for Leadership Development
You YOU: Being More Effective in Your MBTI® Type by Roger R.
Pearman, Mike Lombardo, and Bob Eichinger. Purchased through
www.lominger.com
Hard Hard Wired Leadership by Roger R. Pearman, published by Davies
Wired Black at www.davies-black.com
Introduction to Psychological Type and Emotional Intelligence by
EQ
Roger R. Pearman, published by CPP, Inc. at www.cpp.com
FYI: For Your Improvement by Mike Lombardo, and Bob Eichinger.
FYI
Purchased through www.lominger.com
Training We provide extensive leadership and coaching activities that enable
leaders to become more effective in their work. Contact us at
(336) 774-0330 or info@leadership-systems.com.
©2006 Roger R. Pearman Permission to use for training and development is granted.
Changes to this document violate copyright.
info@leadership-systems.com
(336) 774-0330
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