different from the original hypothesis when they used a test of convergent-discriminant validity. From
their circumplex model they reported that for more effective managers the facilitator and mentor
needed to exchanges places, as did the coordinator and monitor. That is, the monitor was found to fall
closer to the stability axis than did the coordinator and the mentor was found to fall closer to the
internal focus axis than did the facilitator (see Table 5.3 for the behavioral items corresponding to the
eight roles (Quinn, 1988)).
TABLE 5-3: ROLES AND BEHAVIORAL ITEMS OF COMPETING VALUES FRAMEWORK (QUINN, 1988)
Clients are missing
The CVF did not fully fit the strategic leadership model as conceptualized based on the literature
review. At first instance, the Exploitation- Environment quadrant seemed to fit the CVF quadrant
³PD[LPL]DWLRQRIRXWSXW ́Yet, the roles included in the ³maximization of output ́ quadrant, producer
and director, reflect more internally focused behaviors. The producer role comprises the behaviors
³FRPSOHWHVWDVNVDQGLVZRUNIRFXVHG ́³PRWLYDWHVEHKDYLRU ́DQGVHHNVFORVXUH ́7KHGLUHctor role
includes WKHEHKDYLRUV³VHWVJRDOVFODULILHVUROHVDQGHVWDEOLVKHVFOHDUH[SHFWDWLRQV ́7KHVHbehaviors