The lower half of the circle maps self-limiting Reactive Tendencies and leadership behavior. The Reactive dimensions reflect inner beliefs and assumptions that limit effectiveness, authentic expression, and empowering leadership. They are as follows:
The extent to which the leader gets a sense of self-worth by deferring to the expectations of others, rather than asserting his/her own needs, preferences, and intentions.
The leader’s belief that he/she can maintain a sense of self-worth by emotionally withdrawing or otherwise creating interpersonal distance by communicating in a cynical, superior, or overly rational manner.
The degree to which the leader builds his or her sense of personal worth through aggressive task accomplishment, a primary focus on preserving his/her own personal reward, and compelling others to work excessively hard.