Big50 Personality Test: A Catalyst for Connective Leadership

More and more organizations and leaders are embracing the power of connective leadership. Above all, this means working based on trust, mutual connection, and the freedom to experiment. For leaders, this often involves exploring their new role through the lens of “Secure Base” leadership. A personality test (Big50) provides many valuable insights in this regard. The nine characteristics of connective leadership can now also be identified through this test.

What is connective leadership?

It’s hard to ignore. In recent years, we’ve been hearing more and more about connective leadership. And it’s truly more than just a trend. That’s because organizations are changing at a rapid pace. We’ve moved away from hierarchical structures and toward increasingly “agile” ways of working. This places different demands on employees, but certainly on leaders as well. As a result, Secure Base Leadership (SBL) has become one of the most influential leadership approaches today. Managers ensure a good balance between safety and challenges for employees. They inspire them, instill confidence, and challenge people to experiment, develop resilience, and build connections. In the process, mistakes are allowed so that, ultimately, people’s untapped potential can be unlocked. In fact, many earlier insights in the fields of organizational psychology, leadership, developmental psychology, and-for example-change management have been integrated into this newer vision. It is a practical application of existing insights into an effective leadership style for the modern workplace. Agility and resilience are key characteristics of this approach.

Origins and Conditions

The leadership style was introduced in 2012 by Professor George Kohlrieser, Susan Goldsworthy, and co-author Duncan Coombe (in the book *Care to Dare*) because agility and resilience were increasingly recognized as prerequisites for success for organizations and employees. This approach links a growth- and development-oriented mindset among leaders to clear incentives to foster greater boldness. For example, by rewarding team efforts, encouraging team members to ask for help, or supporting people’s courage to keep experimenting-even when initial results may be somewhat disappointing. At its core, attachment plays an important role within this vision, just as secure attachment provides a solid foundation for children. This fundamental principle has been extended to the workplace. At SBL, trust and giving people space are key principles, but that sounds easier than it often is for managers, especially in the early stages. It also requires clear expectations and agreements. And, of course, it requires managers to have the skills to effectively fulfill their new role based on a more “human-centered leadership” approach. This also means letting go of old habits and learning and developing new skills. “Leaders who apply the Secure Base principles provide their employees with a good balance between security and challenge. As a Secure Base Leader, you are a source of inspiration, you challenge others to reach their full potential, and you instill trust,” Kohlrieser writes in his book.

Fully in line with HR Trends 2023

The search for this new role and balance between security and challenge is not just a quest for managers, but for the entire organization. This is also immediately reflected in the HR Trends 2023 report from research firm Gartner. This annual study of HR developments shows that in 2023, HR leaders must primarily take into account: increasing economic pressure, scarce and more expensive talent, global supply constraints, and change and uncertainty. To address these challenges effectively and successfully, five priorities for HR in 2023 have been identified:

1. Leadership and Managerial Effectiveness Ensure proper guidance for employees through “human-centered leadership.”
2. Organizational Design and Change Management Change is a constant in the workplace. Teach people how to cope with it and its impact on their work and well-being.
3. Alternative approaches to employee development : Younger generations view work differently. Support people’s personal development in a flexible manner and work together to create a career path that aligns with their ambitions and the organization’s goals.
4. Recruitment Remains Important Half of all organizations expect the “war for talent” to continue to intensify. New recruitment strategies therefore remain important.
5. The Future of Work : Working with external (and hybrid) workforces continues to require adaptability in the way we work and do business.

SBL’s “care and dare” principle is reflected in all these points. Sometimes literally, as with the “human leadership” mentioned in the first point, and sometimes more indirectly-but certainly no less important. After all, this type of leadership also contributes to recruitment, for example. After all, those who embody the principles of connective leadership-which is what employees are looking for today-are more attractive as employers.

Strengthening Through Personality Testing (Big50)

The development of connective leadership in organizations and among managers can be reinforced with the insights provided by the Personality Test (Big50). This is the most widely used (and researched) personality theory, and for most organizations, the Big50 competencies serve as an ideal starting point for taking a more competency-based approach to the development of employees and leaders. These insights are valuable for translating a personality profile into competencies (to be further developed), for example in the area of connective leadership. Nine characteristics are central to this process. For each competency, an indication is provided of the extent to which an individual can develop that competency. This is based on their personality and on the five key personality factors that influence behavior in work situations. To apply this to the field of SBL as well, we at hrmforce have further expanded the personality test to include the leadership report for connective leadership. In this way, the Big50 personality test continues to evolve. For example, a few years ago we also added Teamflow to provide greater insight into team roles within organizations. Nine Characteristics of Connective Leadership In the book *Care to Dare*, Kohlrieser identifies nine competencies of an authentic and successful Secure Base Leader. An SBL…

• Always remains calm and does not let themselves be driven by primitive emotions. This prevents a sense of insecurity or unpredictability.
• Accepts the individual. Appreciation and respect for others are the starting point.
• Always sees the potential in others and focuses on the long-term development of employees.
• Listens and seeks dialogue by asking open-ended questions.
• Communicates with powerful messages. This makes communication unambiguous, clear, and direct.
• Focuses on the positive. Seeks out opportunities and benefits. Risk-taking is encouraged.
• Offers opportunities to take risks and develop talents.
• Is more focused on intrinsic motivation than on monetary rewards. Personal growth and development are central.
• Demonstrates approachability. Even when absent, people can reach out to their manager if necessary.

These nine characteristics demonstrate the emotional commitment of a manager who has employees’ best interests at heart. It is reminiscent of the family members from our childhood who helped us grow and develop-who instilled confidence in us and with whom we shared feelings of care and joy. For there is a strong causal link between the leadership we experienced in childhood and how we later approach life, work, and relationships. As early as 1966, the renowned developmental psychologist William E. Blatz highlighted the importance of a “Secure Base” for young children. This foundation later fosters the healthy development of qualities such as entrepreneurship, creativity, innovation, and resilience. SBL extends this principle to the entire organization.