Is there an ideal DISC style for a leader? Wouldn't it be easy if there was one! We could continuously recruit that behavioural style across all organisations, knowing that they would succeed in their role. Company culture would be great, and all the team members would be motivated and productive. Unfortunately, the answer here is no. There is not an ideal DISC profile that is better than the others at being a leader. However, data is everything, so it helps if a business and it's leaders undergo a leadership assessment to assist with personal and business growth.
What is the best DISC Profile for a Leader?
There is no best DISC profile for a leader. They can be any DISC style. Different DISC leadership styles may be required for different situations and must also match the team's mix of DISC profiles. To be successful, leaders need to have a high level of self-awareness. Leaders need to understand their preferred leadership style and how to adapt this to manage their team better. While there is no best disc profile for leadership, the most successful DISC leadership styles know their unique style, understand how their employees perceive it, and learn to modify it to best suit other team members.
Difference Between Management and Leadership
Before we look into the different DISC leadership styles, we must outline the role of a manager or leader. Leadership and management go hand in hand, though they are not necessarily the same thing. A manager is more task-focused, and a leader is more people-focused. Extended DISC assessments recognise this difference as it's imperative to map out which style a person might have a natural tendency toward. Arguably the most critical part of being a leader or manager is their level of self-awareness. Research from Ginka Toegel and Jean-Louis Barsoux found that "75 members of the Stanford Graduate School of Business Advisory Council rated self-awareness as the most important capability for leaders to develop. Executives need to know where their natural inclinations lie to boost them or compensate for them." Leaders with higher levels of self-awareness also tend to have greater job satisfaction and commitment to their organisation. This effect also appears to trickle down to the leaders' direct reports (Luthans and Peterson, 2003).