A group of five diverse professionals, dressed in formal attire, stand together in an office setting, with some holding clipboards, suggesting a collaborative business environment.

Leadership team Analysis

Strong leadership teams are created when roles and styles complement each other

– not when everyone looks the same.

Strong leadership teams are created when roles and styles complement each other

Introduction to Leadership Team Analysis

Create stronger and more balanced leadership teams

In today’s complex business landscape, strong leadership teams are essential for organisational success. But what truly makes a team effective? It is not only about individual skills and experience; it is about how leaders complement each other, collaborate, and manage their differences in practice.

The leadership Team Analysis provides a clear overview of how your leadership team operates today and where there is room for growth. It builds awareness of how each member naturally contributes through their role and personal style, and how these factors influence decisions, communication, and overall team dynamics.

Why understanding roles and styles matters in leadership teams

Why understanding roles and styles matters in leadership teams

Leadership teams are under constant pressure to deliver results, create engagement, maintain structure, and drive development. Differences in leadership approaches can sometimes lead to tension, inefficient decision-making, or an imbalance between daily operations and strategic growth.

Understanding both your own and others’ roles and styles leads to:

  • More effective leadership teams: Avoid overlaps, imbalances, and blind spots in teamwork.

  • Better collaboration and communication: Leaders who recognise each other’s strengths and challenges work more effectively together.

  • Stronger decision-making: Teams with clearly defined roles make faster and more informed decisions.

  • Higher motivation: When leaders work in roles that match their preferences, they thrive and create greater value.

In essence, a strong leadership team is not built by assembling the best individuals, but by creating the best possible collaboration between them.

Scientifically validated.

Our Org. analyses are built on multiple decades of research by IPANordic

PeopleSuite integrated.

All Org. analyses are seamlessly integrating results into PeopleSuite for an organized, visual data overview.

Scientifically validated.

Our Org. analyses are built on multiple decades of research by IPANordic

PeopleSuite integrated.

All Org. analyses are seamlessly integrating results into PeopleSuite for an organized, visual data overview.

Scientifically validated.

Our Org. analyses are built on multiple decades of research by IPANordic

PeopleSuite integrated.

All Org. analyses are seamlessly integrating results into PeopleSuite for an organized, visual data overview.

What is the Leadership Team Analysis?

What is the Leadership Team Analysis?

The leadership Team Analysis builds on IPA Nordic’s previous team models and provides a deeper understanding of how leaders balance two key dimensions:

  • Functional roles: The responsibilities they naturally assume within the team.

  • Personal styles: The ways they prefer to work, communicate, and make decisions.

By combining these dimensions, the analysis reveals both the structural role a leader plays and the personal approach that shapes their behaviour and impact on the team.

Why use the Leadership Team Analysis?

Why use the Leadership Team Analysis?

  • Optimise collaboration: Increase awareness of how different roles and styles complement or challenge each other.

  • Identify strengths and blind spots: Understand where the team excels and where development is needed.

  • Enhance decision-making: Discover how differences in approach influence execution and strategic thinking.

  • Support leadership development: Help leaders refine their style and strengthen their role within the team.

Researchers corner

Researchers corner

The Leadership Team Analysis is a further development of IPA Nordic’s original ideas and models around the concepts of Role and Style.

The new version was developed in 2021 and 2022 as part of IPA Nordic’s ongoing effort to adapt our analyses to the rapid changes occurring in the modern workplace.

IPA Nordic’s approach is rooted in Integrative Psychology, a branch of psychology that connects personality theory with real-world application. This perspective allows us to view personality as a dynamic system, one that can be understood through multiple lenses and measured empirically.

Through the IPA Analysis, we have developed a classic, evidence-based personality model that captures the “tip of the iceberg” of human behaviour. Our analyses systematically register behavioural patterns that can be defined as personality traits. This behaviour-based tradition remains a cornerstone of psychological measurement and continues to guide our development of reliable and practical analytical tools.

Researcher Flemming Olsen talks about Leadership Team Analysis (Danish)

Researcher Flemming Olsen talks about Leadership Team Analysis (Danish)

Personal preferences in relation to different roles and styles in our working lives

Now, in terms of Integrative Psychology’s field theory, we’ve reached a point where we’re digging a little deeper into the personality, working with our personal preferences in terms of taking on different roles and practicing different personal styles in our work life. Our preferences, and thus our preferred roles and styles, are primarily based on our motive systems. So, we can draw a fairly clear connection between our motives and our preferred roles. But it’s a bit more complicated than that. In a broad sense, we can say that our preferred roles and styles are a product of our personality (including motives) combined with the learning and experience we’ve acquired throughout our work and life. We are attracted and motivated by certain tasks, and over time we develop a certain focus in relation to our perception of the behavior that is most appropriate and effective in relation to the tasks at hand. Over time, we develop a relatively repetitive pattern in the way we solve problems and we are attracted to certain types of tasks and functions. It is this repetitive pattern in our behavior that enables us to definitionally create concepts and models that can register a person’s roles and styles as something that is stable over time and can be meaningfully measured.

Clear link between preferred roles and personal style

Of course, there is a fairly clear correlation between a person’s preferred roles and personal style, which is reflected in the team roles they take on. A person with a given motivational system, and thus personal preferences, will gravitate towards taking on certain functions in the team as it gives him or her the highest level of satisfaction.

Functional roles and personal style

The role concept is developed on the basis of a more instrumental assessment of the FUNCTIONS in the team (and in the company) that should be performed in order for the team to perform optimally. Thus, the role concept in relation to the individual is somewhat external but still very present, as reality unfolds in such a way that it is obvious that someone must take care of certain tasks in order for the whole to function satisfactorily. Our preferred roles are primarily based on the learning and experience we have acquired throughout our working lives. The concept of style, on the other hand, is directly linked to you and your individual and personal preferences, and your personal style is therefore unique to you. Your style is fundamentally directly linked to your personality, i.e. your behavior and motives. We capture this in the IPA Teamroles. When we operationalize our theoretical model, we distinguish between the functional approach, which defines the more concrete roles, and the personal approach, which defines the more concrete personal preferences and styles.

Personal preferences in relation to different roles and styles in our working lives

Now, in terms of Integrative Psychology’s field theory, we’ve reached a point where we’re digging a little deeper into the personality, working with our personal preferences in terms of taking on different roles and practicing different personal styles in our work life. Our preferences, and thus our preferred roles and styles, are primarily based on our motive systems. So, we can draw a fairly clear connection between our motives and our preferred roles. But it’s a bit more complicated than that. In a broad sense, we can say that our preferred roles and styles are a product of our personality (including motives) combined with the learning and experience we’ve acquired throughout our work and life. We are attracted and motivated by certain tasks, and over time we develop a certain focus in relation to our perception of the behavior that is most appropriate and effective in relation to the tasks at hand. Over time, we develop a relatively repetitive pattern in the way we solve problems and we are attracted to certain types of tasks and functions. It is this repetitive pattern in our behavior that enables us to definitionally create concepts and models that can register a person’s roles and styles as something that is stable over time and can be meaningfully measured.

Clear link between preferred roles and personal style

Of course, there is a fairly clear correlation between a person’s preferred roles and personal style, which is reflected in the team roles they take on. A person with a given motivational system, and thus personal preferences, will gravitate towards taking on certain functions in the team as it gives him or her the highest level of satisfaction.

Functional roles and personal style

The role concept is developed on the basis of a more instrumental assessment of the FUNCTIONS in the team (and in the company) that should be performed in order for the team to perform optimally. Thus, the role concept in relation to the individual is somewhat external but still very present, as reality unfolds in such a way that it is obvious that someone must take care of certain tasks in order for the whole to function satisfactorily. Our preferred roles are primarily based on the learning and experience we have acquired throughout our working lives. The concept of style, on the other hand, is directly linked to you and your individual and personal preferences, and your personal style is therefore unique to you. Your style is fundamentally directly linked to your personality, i.e. your behavior and motives. We capture this in the IPA Teamroles. When we operationalize our theoretical model, we distinguish between the functional approach, which defines the more concrete roles, and the personal approach, which defines the more concrete personal preferences and styles.

Personal preferences in relation to different roles and styles in our working lives

Now, in terms of Integrative Psychology’s field theory, we’ve reached a point where we’re digging a little deeper into the personality, working with our personal preferences in terms of taking on different roles and practicing different personal styles in our work life. Our preferences, and thus our preferred roles and styles, are primarily based on our motive systems. So, we can draw a fairly clear connection between our motives and our preferred roles. But it’s a bit more complicated than that. In a broad sense, we can say that our preferred roles and styles are a product of our personality (including motives) combined with the learning and experience we’ve acquired throughout our work and life. We are attracted and motivated by certain tasks, and over time we develop a certain focus in relation to our perception of the behavior that is most appropriate and effective in relation to the tasks at hand. Over time, we develop a relatively repetitive pattern in the way we solve problems and we are attracted to certain types of tasks and functions. It is this repetitive pattern in our behavior that enables us to definitionally create concepts and models that can register a person’s roles and styles as something that is stable over time and can be meaningfully measured.

Clear link between preferred roles and personal style

Of course, there is a fairly clear correlation between a person’s preferred roles and personal style, which is reflected in the team roles they take on. A person with a given motivational system, and thus personal preferences, will gravitate towards taking on certain functions in the team as it gives him or her the highest level of satisfaction.

Functional roles and personal style

The role concept is developed on the basis of a more instrumental assessment of the FUNCTIONS in the team (and in the company) that should be performed in order for the team to perform optimally. Thus, the role concept in relation to the individual is somewhat external but still very present, as reality unfolds in such a way that it is obvious that someone must take care of certain tasks in order for the whole to function satisfactorily. Our preferred roles are primarily based on the learning and experience we have acquired throughout our working lives. The concept of style, on the other hand, is directly linked to you and your individual and personal preferences, and your personal style is therefore unique to you. Your style is fundamentally directly linked to your personality, i.e. your behavior and motives. We capture this in the IPA Teamroles. When we operationalize our theoretical model, we distinguish between the functional approach, which defines the more concrete roles, and the personal approach, which defines the more concrete personal preferences and styles.

Ready to learn more?

Ready to learn more?

Get a personalized demo and discover how IPA Nordic's analyses fits your business.

Get a personalized demo and discover how IPA Nordic's analyses fits your business.

Get a personalized demo and discover how IPA Nordic's analyses fits your business.

Contact

+45 60 25 99 99 (9-15 CET)

hello@ipanordic.com

Skanderborgvej 213

8260 Viby J

Denmark

CVR: 40700048

A white logo featuring the text "ipa NORDIC" with a sleek, modern design

IPA Nordic HQ

Skanderborgvej 213

8260, Viby J

Denmark

Benelux

Daalwijkdreef 47

1103AD, Amsterdam

The Netherlands

Sweden

Globen

121 26, Stockholm

Sweden

Spain

Carrer del rec 30

08003, Barcelona

Spain

Middle East

Mahmoud Al-Karmi Street 10

Amman

Jordan

IPA Nordic HQ

Skanderborgvej 213

8260, Viby J

Denmark

Benelux

Daalwijkdreef 47

1103AD, Amsterdam

The Netherlands

Sweden

Globen

121 26, Stockholm

Sweden

Spain

Carrer del rec 30

08003, Barcelona

Spain

Middle East

Mahmoud Al-Karmi Street 10

Amman

Jordan

Contact

+45 60 25 99 99 (9-15 CET)

hello@ipanordic.com

Skanderborgvej 213

8260 Viby J

Denmark

CVR: 40700048

A white logo featuring the text "ipa NORDIC" with a sleek, modern design

IPA Nordic HQ

Skanderborgvej 213

8260, Viby J

Denmark

Benelux

Daalwijkdreef 47

1103AD, Amsterdam

The Netherlands

Sweden

Globen

121 26, Stockholm

Sweden

Spain

Carrer del rec 30

08003, Barcelona

Spain

Middle East

Mahmoud Al-Karmi Street 10

Amman

Jordan