David Ryback proposes in his book (Putting emotional intelligence to work – successful leadership is more than IQ) totally different indicators to determine personality types. Ryback classifies people by means of the person’s levels of dominance and expressiveness. Ryback’s personality types are shown in the following figure, where the level of dominance and the degree of expressiveness represent coordinate axis. 

 

 

To identify the personality type, Ryback describes a simple method that first of all determines each of the both indicators (degree of expressiveness and level of dominance) separately. To find out someone’s dominance level, the following questions should be asked. Does the person  

 

 

If the answer to two or three of these choices lies in the first part of the comparison, then that individual is highly likely to be dominant. To determine someone’s level of expressiveness, the following questions should be asked. Does the person 

 

 

Again, if the answers to two or three of those choices lie in the first part of the comparison, then that individual is highly likely to be expressive.  

 

The goal of the (above mentioned) personality typing is emotional intelligent management, which is facilitated in two ways. First, people should be assigned to roles/tasks that best fit their personality type. A Persuader is, for example, inherently a candidate for a leadership position, while a Fact-finder likes quiet and independent tasks to extract and supply information. Ryback does not fail to point out the specific preferences of each type, thus, it makes clear that emotional intelligent behaviour is similarly possible for each estimation. Ryback motivates the readership at the same time to develop those indicators which are inherently lower pronounced to adapt oneself to any situation. People who extend their type with other types are highly qualified for active leading roles.  

 

Another consequence of the typing by Ryback concerns the building of teams. Thus, an optimal team consists of each of the personality types. If such a forming of the team is not possible, it is necessary that each of the two factors are pronounced in at least one person. For example, the combination of the Achiever and the Listener or the collaboration of the Fact-finder and the Persuader is advantageous.