The three main domains of action
1. The Negotiating Domain
Generally spoken the Negotiating Domain represents the situations in wich both actors (leader and co-worker) have part common and part differing interests. Exemplary situations could be leader and co-worker discussing salarylevels, workertimetables, projectplans, financial plans.
The grafical scheme in the upper part of the cover-layer tries to symbolize its very nature: both actors have chosen pretty firm (closed) positions, are resolved to hold as much as possible of these positions, but have to search for workable common ground.
2. The Collegial Generating Domain
In this domain leader and co-worker come together with their respective bases of knowledge, insights, experience to solve problems and realize tasks. They interact with each other from relative taskmaturitylevels (see further on). They complement each others knowledge and experience. Their interaction can be unilateral or multilateral.
It is our view that in daily practice leader and co-worker(s) are confronted with a vast array of tasks to perform and problems to be solved that lay in this domain. These tasks can be routine tasks, can be specialist tasks i.e. tasks that are known only to very specialised co-workers, can be tasks that are partly or completely new to both leader and worker, or can be tasks that require an exchange of different views, diversing perspectives originating from differing professional disciplines or interests, generating alternative solutions, problemsolving, etcetera.
The scheme in the middle part of the cover-layer shows two identical rectangulars each turned 45 degrees. These rectangulars mirror each other. The left one represents the leader. The right one represents the co-worker or others the leader is involved with in interactive influencing.
3. The Commanding Domain
Leader must act in the Commanding Domain when brisk instructions have to be given, for example when there is no time for discussing best options. Also situations where a bussinesstrategy and the likes has to be chosen from knowledge that for several reasons (secrecy, educational level, receptivity a.s.) cannot be transferred to workers at the moment of decision making suit this domain.
The scheme in the lower part of the cover-layer indicates the closed and firm position/direction the leader has chosen and the necessity for mature followers to know when it is opportune to follow-the-leader: they have to be open for and accomodate to the directions and actions started by the manager.