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chapter five: a 3-D image of how we lead... > Beliefs drive behaviour (and an exam... - Pg. 92

democratic and more coercive than he sees himself; however, this is not a great cause for concern in this particular example. Andy is genuinely supportive of his team ­ as demonstrated by the high scores he receives under the `affiliative', `democratic' and `coaching' headings. This indicates that he is a `nice guy' who has made it to the top. For such individuals, the power and status of a senior role are not the main attraction; they value the personal qualities they have retained, and so naturally tend to underestimate the effect that the impact of being `the boss' has on other individuals. When he suggests that the team does something, he can believe he has been affiliative in style, but because he is `the controller', at least some of his team interpret it as an order. Hence the higher score under the `coercive' heading than he would give himself. This is a common dynamic and, provided the gap between the real and perceived attribute in this area is not too great, it is not a cause for concern. Indeed, there is a more even spread of leadership styles in the feedback from his team, than in his own perception; indicating that he is a more balanced leader than he himself realizes.