'Researchers' Club (Intuitive, Logical, Democratic)

Researchers prefer to engage with abstractions—possibilities, ideas, and forecasts—rather than raw, concrete matter. The core ideological element is fundamentally intuitive. Extraverted Intuition (Ne) drives the pursuit of possibilities, while Introverted Intuition (Ni) is responsible for forecasts and long-term vision.

The Researchers’ professional formula is "activity + interest."

• Scope of Activity: They excel in environments centered on exploration and innovation—discovery, invention, and applying novel approaches. When they encounter raw reality, they approach it like a scientist, immediately beginning to study and analyze it. Their thinking is fundamentally directed toward investigation, uncovering the essence of phenomena, and conducting experiments. Their primary focus remains constantly on exploring the surrounding world. They are also skilled at "looking beyond the horizon" to project and calculate future trends.

• Effectiveness: Their success relies not on strict organization or the principle of "rallying, starting, and acting often," but on their intellect, comprehensive knowledge, and expert foundation. The more they know, th invention, and applyinge more secure and confident they feel. There is a direct correlation between their level of education and the magnitude of their undertakings: the more educated the Researcher, the more large-scale and global their experiments become.

Motivation for Leadership and Management Style

Researchers do not aspire to management merely for the sake of the title or the process itself, and they are not inherently driven to be in charge.

• Incentive for Leadership: They seek leadership positions primarily to gain freedom of action and the opportunity to pursue their interests, thereby avoiding being forced into tasks they find unengaging.

• Key Advantage: Being more far-sighted, they often anticipate and outperform others in ambiguous or uncertain situations. This competence frequently propels them into leadership roles where they can guide others.

• Management Style: Authoritarian leaders are rare among this group. Researchers are typically inclined toward a democratic or even liberal management style.

• Most Effective Style: The delegative style of leadership is the most effective for a Researcher. Other styles tend to be more complex, stressful, and energy-draining. While the democratic style is their natural preference, they may adopt others. However, the democratic style is what yields them the highest level of efficiency, effectiveness, and success.

• Delegation: They are willing to delegate their authority as a means of increasing their subordinates' competence. They are not the type of leader who centralizes all information and tasks. Instead, they gladly share their knowledge, expertise, and skills. They enjoy taking on the role of mentor—guiding others through processes, explaining sequences, stages, and rules, and clarifying the company's structure and responsibilities.

Thinking Approach and Work Method

Their strength lies in developing structured procedures. They create logical frameworks and develop algorithms—for example, a client meeting protocol or a phone conversation script. They create numerous algorithms to boost efficiency and conserve time.

• Accountability and Improvement: These individuals readily take ownership of their activities and are therefore comfortable proposing new initiatives. For them, it is instinctive to think about ways to improve performance metrics.

• View on Mistakes and Formalism: They do not understand why pointing out an error or a shortcoming in the work should be offensive. To them, it is irrelevant whether the blunder comes from a manager or an employee; if a mistake exists, it must be addressed. They are also perplexed as to why they need formal approval to meet with management to present their ideas. They are strongly opposed to formalism and bureaucracy.

• The common thread among them is their preference to work at their own discretion and their readiness to delegate authority.

Interaction with Subordinates

The NT type highly values the ideological component in people—a convergence of ideas and a genuine enthusiasm for the work. A Researcher-Manager values employees for their ability to generate compelling ideas.

• Engagement and Atmosphere: The manager is eager to hear subordinates' ideas and will encourage brainstorming sessions where staff can contribute views on equal footing. They are unlikely to be strict about punctuality. The critical factor is that the employee is ideologically aligned, believes in the project's long-term vision, and sees the company as pursuing something greater.

• Decision-Making: They tend to consult with deputies and subordinates when formulating management decisions. They can listen and debate with confidence, but they are not inclined to aggressively impose their opinions or positions.

• Approach to People: Their motivation strategy is not based on threats of dismissal or material incentives, but on the principle of engagement and passion. They strive to instill enthusiasm for the work and convey the idea that the team is involved in something more significant than just a job. Above all, they attract similarly passionate and talented individuals.

Compensation and Perception Logic

Logic types strive to integrate people into a system so they become a part of it.

• Compensation: In management, this type of leader often sincerely believes that intrinsically interesting work compensates for a lack of material benefits. This tendency is more pronounced in some types than in others.

• Challenges and Outlook: Employees under their supervision may feel short-changed in terms of both attention and financial rewards because intuitive types do not always grasp the full importance of material compensation. Their rationale is: "I am providing this person with an opportunity to earn much more in the future, given the right circumstances. Not now, but in the future, when we succeed..."

• Salary Structure: Salaries for their employees may be determined informally, "as agreed," without strict adherence to a standard organizational pay scale.

How to Build a Relationship with a Researcher-Manager

To maintain a positive relationship with this type of leader:

• Share your insights and perspectives on the company or the market.
• Propose your own solutions.
• Engage in debates and discussions with them.
• Demonstrate your interest in the industry, relevant trends, and news.

The Researcher club comprises both Peaceful and Competitive types.

• The Peaceful Researchers are the ILE and LII, who belong to the Alpha Quadra.

• The Competitive Researchers are the ILI and LIE , who belong to the Gamma Quadra.

Peaceful Researchers

Peaceful Researchers are defined by the interplay of two core functions: Extraverted Intuition (Ne) and Introverted Logic (Ti).

• Ne: This function drives the desire to avoid constraints, maximize options, and embrace diversity.

• Ti: This function fuels the inclination to analyze internal structure and create classifications. It manifests as a deep urge to thoroughly study and comprehend a subject, breaking it down to its essential components.

Their primary cognitive engine is curiosity. They are individuals perpetually seeking what is new, interesting, and unconventional.

World Perception and Outlook

Peaceful Researchers assess everything through the lens of potential and possibilities.

• When observing a person, they evaluate that individual’s potential and prospects.

• When analyzing a situation, they assess its potential and possibilities.

This is the fundamental aspect they evaluate first and foremost across all people, phenomena, events, and actions. They perceive the world as a network of interconnected ideas and processes, each holding a specific potential and long-term outlook.

Key Strengths and Activities

Peaceful Researchers are driven to study, explore the world, and innovate. They excel in scientific-theoretical and experimental research of the world around them, often being the source of major breakthroughs.

They possess the following abilities:

• They are adept at forecasting, identifying opportunities for action, and devising unorthodox solutions in any scenario.

• They envision progressive paths for innovation and develop new models and methodologies.

• They reorganize work processes and systematically structure information.

• Their core mission is to create structures and establish coherent systems.

Areas of Effectiveness:

They are highly effective in technical research and purposeful structuring driven by creativity:

• Analysis and development of schemes, methodologies, and technologies for innovative advancement.

• Experimental challenges and the formulation of paradoxical concepts.

• Greenfield design (designing from scratch).

Role in Progress

These individuals are often seen as being intellectually ahead of their time, perhaps by a century or two. They are, essentially, the engine of scientific progress.

• They contribute fundamental scientific knowledge and solve foundational scientific problems.

• They describe underlying processes to elevate humanity to a new level of understanding and capability.

They can also resemble children who dismantle and reassemble puzzles or toys, studying how they work. They explore the mechanics of everything in the world, enjoying the process of breaking things down and putting them back together to understand their structure.

Researcher Club (ILE)

Researcher Club (LII)

Competitive Researchers

Competitive Researchers are defined by the intersection of NI and Te.

• Ni: This function involves avoiding a large array of possibilities and instead focusing on finding the single most effective solution. If Ne is a fan that opens up, Ni is the fan that folds back, narrowing options.

• Te: If Ti concerns the internal architecture of things—how they are organized—Te concerns the practical application of those things and how they are used.

• Principle: The transfer of an idea from theory into practice. For example, while Ti might map the psyche into elements and their relationships, Te ensures that theory works by demonstrating its applicability in real-world tasks like recruitment, career guidance, or understanding motivations.

• Motto: "Don't burden me with unnecessary details. Show me how this can be applied right now."

Innovation Approach and Conflict with the Alpha Quadra

The Gamma Quadra (The Competitors) are not primarily focused on creation from a blank slate.

• Focus: They examine the market, investigate existing compelling products, and explore what others have already developed. Why invest in creating something new when a proven, working solution is available?

• Actions: Their primary goal is to find pre-existing solutions that can be applied to increase efficiency and achieve a measurable financial result.

• Incentive: They are motivated by the profitable utilization of current and emerging trends.

• Improvement: They take what is already on the market and enhance it: boosting efficiency, perfecting existing solutions, and researching further improvements using both Te and Ni. Their question is always: How can we improve the business process to maximize profitability?

The Alpha Quadra Researchers strive to create entirely new concepts—things that have never existed before. They often struggle to understand why their original ideas are subsequently adopted, borrowed, or copied by others.

Key Capabilities and Activities

Competitive Researchers perceive the world as a network of interconnected ideas and processes, each having a core operational principle and meaning. They continuously evaluate these for relevance and priority.

They possess the following key abilities:

• Excellent at forecasting, drawing analogies, and pinpointing risks, system vulnerabilities, hidden flaws, and disadvantages in any idea.

• Highly effective at prioritizing tasks, clearly systematizing processes, and implementing technical improvements.

• Skillful in calculating the efficiency of any action, avoiding unnecessary resource and energy expenditure, and solving problems in the most optimal way.

• Aptitude for concluding the most financially beneficial deals.

Areas of Effectiveness:

They excel at generating and optimizing methodologies to boost the efficiency of specific, targeted processes:

• Analysis and development of concrete schemes, methods, and technologies with predictable outcomes.

• In-depth investigations and analysis, leading to reliable predictions at the micro-level.

• Optimization of specific actions and processes, and the minimization of targeted expenses.

• Enhancing personal productivity.

Researcher Club (ILI)

Researcher Club (LIE)

Source: S. Ionkin