Leading in the 3. Dimension

The 3-dimensional Synercube Leadership Concept

There is a correlation between individual leadership behaviour, individual moral concepts, and the business environment's values. Also crucial is the social environment. How to establish a corporate culture based on high ethical values? How do culture and leadership behaviour interact?

As stated by Kurt Lewin in the early 20th century, behaviour is a function of a person and his environment. During the 1960's Blake & Mouton developed the Behavioural Grid connecting result orientation and people orientation. 

Zankovsky et al state that integration of high result orientation strongly affect the quality of the corporate culture. On the other hand, a strong corprate culture affects the behaviour of the cooperation's people. Thus, the question of power arises. The more important a management position, the greater its impact on culutre - positively and negatively. The lower a management position, the greater the influence of the corporate culture on the leadership behaviour - also positively and negatively. 

It must be pointed out that there is neither exclusive corporate culture, nor standard employee bejaviour. Corporate culture of one corporate branch may differ from that of another corporate branch. Values lived-up to in a team may differ from those in another team. 

The 3-dimensional Synercube - Concept connects all previous researches. Defining dimensions "people", "results", and "value, culture" as 3 axes of a cube, 10 leadership styles emerge. The extreme values range from 1.1- to 7.7+.

1.1- has a low orientation towards people, results and corporate culture. 

In contrast, 7.7+ has a high orientation towards people, results, and corporate culture. All remaining 8 positions can be clearly described and defined. With a total number of 10 positions, the Synercube - Concept seems to be more complex. But, the Synercube - Concpet is more stringent in its descriptions since there is no need for any workarounds.

The Synercube Concept


Example: Conflict Management in the 3-dimensional concept:


Sometimes, conflict is necessary, but only monitored and with clear authority. 


Conflict leads to interruptions and emotions. 


Conflict distracts people from the joy of collaboration and disrups phantasy and hope. 


Conflict may poison personal relationships and provoke tension. 


Conflict helps revealling the scope of perceptions and uncovering the strong, positive and valuable aspects of the current corporation's situation. 


Conflict involves the risk of contrary perceptions and hampers the retention of the status-quo. 


Conflict distracts people from detecting their potential. 


Conflict is too challenging and makes it difficult staying indifferent. 


Conflict is essential for progress and a strong energy and creativity source. 


Due to compelled differing perceptions and convictions, conflict impedes flexibility.