Intelligent Behaviour Analytics: A Novel Framework for Effective Leadership Style Transitioning


  • Stephen Johnson Birmingham City University
  • Adam Crizzle Birmingham City University
  • Katharine Lam Birmingham City University
  • Louise Toner Birmingham City University
  • Ryan Marcovich Birmingham City University
  • Paul Coulter Birmingham City University



collaborative leadership, Leadership, Organisational Culture, Intelligent Behaviour Analytics, Personality Tests, Leadership Styles, Mental Health


The last three decades saw a reliance on the use of personality tests by businesses and organisations trying to gain a competitive advantage in the market through avenues such as recruitment, team building, leadership development and culture alignment. The commissioning of early 20th Century personality models such as DISC and Myers-Briggs are claimed to provide valuable insights and benefits in various aspects of the employment process. They have however been controversially debated in the academic community due to issues surrounding validity and reliability. Discussions concerning leadership styles and leaders responsible for managing employees, are similarly indeterminate despite being subject to extensive research and analysis for many decades. Academics have yet to provide a comprehensive explanation of the holistic mechanisms underlying effective leadership. Instead, they have argued over factors such as a leader’s traits, attributes, power relations or unidimensional versus collaborative models of engaging a work force. Current leadership theory literature demonstrates a paucity of leader self-understanding and self-reflection. We consider these two attributes as fundamental qualities of effective leadership, whereby an individual can transform and enhance their use of any leadership style. In this paper, we propose an advanced 21st Century solution that leverages the Intelligent Behaviour Analytics (IBA) framework, incorporating a deep and more effective understanding of leaders and their ability to transition between different leadership styles. Additionally, this framework offers methods for transitioning to more effective leadership styles based on situational requirements and takes into account a leader’s own emotional and behavioural registers. This approach offers a structured opportunity for leaders to identify any biases, understand the reasons that these may develop and furthermore, evaluate the efficacy of their own behavioural traits and the way they, as individuals interact, manage and lead a team. The IBA framework is a multi-stage, holistic approach that proposes to improve performance metrics, organisational culture, business outcomes and increased wellbeing.