{"id":2500,"date":"2019-08-02T13:11:21","date_gmt":"2019-08-02T13:11:21","guid":{"rendered":"https:\/\/www.edgecumbe.co.uk\/?page_id=2500"},"modified":"2024-02-21T10:49:04","modified_gmt":"2024-02-21T10:49:04","slug":"the-primary-colours-model","status":"publish","type":"page","link":"https:\/\/www.edgecumbe.co.uk\/the-primary-colours-model\/","title":{"rendered":"The Primary Colours\u00ae Model"},"content":{"rendered":"

Edgecumbe\u2019s Primary Colours\u00ae<\/sup> Model of Leadership<\/h1>\n

A simple and practical leadership language<\/span><\/h3>\n
Taught at leading business schools including Oxford Sa\u00efd, Henley and Manchester, and adopted by some of the world\u2019s leading organisations in their fields, such as BSI, Hargreaves Lansdown, ICA Gruppen and Rolls-Royce, our leadership model allows us to measure and develop what leaders do and how they do it at individual, team and organisational levels.<\/div>\n<\/div>
<\/div><\/div><\/div><\/div><\/div>

What is the Primary Colours\u00ae<\/sup> Model of Leadership?<\/h3>\n
\n

The Primary Colours<\/span>\u00ae<\/span> Model is Edgecumbe\u2019s proprietary model of leadership. Developed over 25 years of research led by Edgecumbe founder Professor David Pendleton, it defines the tasks leaders must perform in order to create the conditions for sustained success. <\/span><\/p>\n

By mapping the three domains in which leaders work \u2013 the strategic, operational and interpersonal domains \u2013 it provides a simple, memorable and actionable description of WHAT leaders need to do.<\/span>\u00a0<\/span><\/p>\n

Over 100 years of research suggests that WHAT leaders do is consistent across geographies, industries, organisations and functions. However, HOW leaders need to work varies a great deal, based on context. We think that\u2019s why traditional competency and behavioural models fall short of their aims.<\/span>\u00a0<\/span><\/p>\n

The foundations and development of the model are set out in <\/span>Leadership: No More Heroes<\/span><\/a> (2021, 3rd edition) by Professor David Pendleton, Professor Adrian Furnham and Jon Cowell (Edgecumbe\u2019s Chairman).<\/span><\/p>\n<\/div>\n<\/div>

<\/div><\/div><\/div>
\"Primary<\/span><\/div><\/div><\/div>
<\/div><\/div><\/div><\/div>
<\/div><\/div><\/div><\/div><\/div>

Six research findings that underpin the Primary Colours\u00ae Model of Leadership<\/h3>\n<\/div>
  • <\/i><\/span>
    \n

    Leadership\u2019s primary function is to create the conditions for success. The relationship between leadership and organisational outcomes is primarily indirect and operates through leaders\u2019 impact on other people.<\/strong><\/p>\n<\/div><\/li>

  • <\/i><\/span>
    \n

    A leader\u2019s personality affects their behaviour, which in turn affects culture, climate, engagement and performance.<\/strong><\/p>\n<\/div><\/li>

  • <\/i><\/span>
    \n

    Leaders are incomplete. The very same aspects of personality that help a leader to excel in some aspects of the leadership repertoire can make it hard for them to excel in others. Because personality is hard to change, it is rare that any one individual will excel in all leadership capabilities.<\/strong><\/p>\n<\/div><\/li>

  • <\/i><\/span>
    \n

    The best way to create complete leadership is therefore to assemble teams of individuals with complementary capabilities.<\/strong><\/p>\n<\/div><\/li>

  • <\/i><\/span>
    \n

    To make this effective, leaders must be skilled in collaborating with those who provide different contributions.<\/strong><\/p>\n<\/div><\/li>

  • <\/i><\/span>
    \n

    A shared understanding of the tasks of leadership, and of what good looks like in a particular context, is essential to the collaboration and constructive conflict which enable diverse leadership teams to excel.<\/strong><\/p>\n<\/div><\/li><\/ul>

    <\/div><\/div><\/div><\/div>
    <\/div><\/div><\/div><\/div><\/div>