Developing Tomorrow’s Leaders
Team Management Profile
TMS Research Paper — Using 680,000+ TMS profiles to guide leadership development
What makes an effective leader? It’s a question every organisation wrestles with. While technical capability and experience are essential, there’s something more subtle—and often more powerful—that underpins long-term impact. It’s not just the kind of work people are drawn to, but how repeated experiences and conscious effort can influence what they come to prefer and feel energised by.
From Execution to Strategy
TMS research shows that role preferences, as measured by the Team Management Profile, aren’t fixed. As individuals stretch their capabilities and face new demands, their preferences can—and often do—evolve.
- 28% of production staff identify with the Concluder–Producer role. These individuals value getting things done, working within proven systems, and delivering tangible outcomes.
- 26% of CEOs show a preference for the Assessor–Developer role. These leaders thrive in roles that blend strategic evaluation with idea refinement and stakeholder input.
- 50% of CEOs prefer roles in the Creator–Innovator, Explorer–Promoter, or Assessor–Developer quadrants, compared to 27% of production workers.
Key Insight: 50% of CEOs prefer roles in the innovation quadrants (Creator–Innovator, Explorer–Promoter, Assessor–Developer) compared to just 27% of production staff — suggesting leadership development involves a genuine shift in work preferences.
A Tale of Two Preferences
The Assessor–Developer preference often reflects the ECAS profile: Extrovert, Creative, Analytical, Structured. Leaders with this combination typically:
- Thrive in collaborative, high-communication environments
- Continuously test and refine emerging ideas
- Rely on data and structure to guide strategic follow-through
The Concluder–Producer is more often associated with an Introvert, Practical, Analytical, Structured profile—highlighting strengths in dependable delivery, precision, and systematised execution.
Assessor–Developer (CEO)
ECAS profile: Extroverted, Creative, Analytical, Structured. Thrives in strategic evaluation, idea refinement, and stakeholder engagement.
Concluder–Producer (Production)
IPAS profile: Introverted, Practical, Analytical, Structured. Excels at dependable delivery, precision, and systematised execution.
Building Development Pathways
Recognising the preference shift from Concluder–Producer to Assessor–Developer helps organisations design more targeted and realistic leadership development strategies. QO2 data further illuminates the difference between senior leaders and production staff:
| QO2 Sub-Scale | CEO Median | Production Median | Trend |
|---|---|---|---|
| Optimism | 76.78% | 71.43% | ↑ CEOs more optimistic |
| Moving Towards Goals | 87.50% | 81.25% | ↑ More forward-focused |
| Multi-Pathways | 86.11% | 80.55% | ↑ Greater problem-solving flexibility |
| Time Focus | 70.00% | 62.50% | ↑ Stronger mid-term orientation |
| Fault Finding | 25.00% | 30.55% | ↓ Less reactive, more opportunity-seeking |
| Overall QO2 Score | 2.92 | 2.13 | ↑ Significantly higher for CEOs |
Key Insight: CEOs score a median QO2 of 2.92 vs 2.13 for production staff — reflecting significantly higher optimism, goal orientation, and problem-solving flexibility at senior leadership levels.
Three high-impact capabilities to develop in aspiring leaders:
- Strategic communication – Equip leaders to facilitate, engage stakeholders, and lead through dialogue and complexity.
- Innovation with follow-through – Support creativity with robust frameworks for evaluating and implementing ideas.
- Decision-making in uncertainty – Enable confident navigation through ambiguity with evidence-based judgment.
Leading with Insight
Are we truly preparing leaders to think beyond the now—or are we simply refining their communication skills for today? The opportunity mindset isn’t fixed—it can be developed. With over 680,000 TMPs completed globally and thousands of QO2 Profiles informing decision-making, the TMS database reveals repeatable patterns. If you’re ready to move beyond surface-level development and create leaders who can navigate what’s next, start with data that’s designed for action.