1. The relationship to power: a lever of action or control. In the Maieutik Spectrum approach, the relationship to power is not limited to the exercise of formal authority or the search for control. It represents the way an individual takes hold of their capacity for action, influence, decision-making and transformation of reality.
Power can act as a driver of engagement, transformation and accountability. But depending on the dominant brain circuits, it can also become a place of over-control, tension, defensive affirmation or difficulty sharing initiative.
Each sequence of intelligences reflects a specific way of inhabiting power:
- Some invest power as a natural capacity to act, decide, arbitrate and orient situations.
- Others approach it cautiously, first seeking legitimacy, reference points or a framework that authorizes action.
- Still others may engage in it intensely, with the risk of stiffening their position, over-controlling, or confusing influence with control.
Understanding this dynamic means decoding how a person takes initiative, acts on the course of events, tolerates loss of control or shares power with others.
And this is a valuable key for supporting managerial postures, preventing authority tensions, or adjusting responsibilities according to profiles.
2. Table reading: What do the data tell us?
The percentages in parentheses represent the frequency of each brain sequence in 2024.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
Profiles with very strong power activation (>= 57%): Intensity of action, affirmation of immediate influence. In this range of results, the dominant circuits are limited to two sequences, and they are not numerous:
Logical intelligence +
Intuitive intelligence (2,08%) and
Logical intelligence +
Rational intelligence (0,74%).
Their posture is marked by affirmation, the need to act on situations, and sometimes difficulty slowing down or sharing control.
- They easily take charge, seek to move things forward and have little tolerance for helplessness or indecision.
- Their ability to initiate, orient and maintain a line of action is valuable in contexts of steering, decision-making or transformation, provided their quality of listening and sharing is supported.
Profiles with strong power activation (47-57%): Strong and structuring capacity for action. In this range of results, the distribution is concentrated between 2.08% and 0.36%.
These individuals have a clear appetite for action and influence, while maintaining a certain ability to adjust.
They engage in decision-making, take on responsibilities and seek to influence situations without necessarily being dominant. They show a good balance between personal affirmation and collective effectiveness.
- Their ease in deciding and orienting promotes clarity, project progress and the achievement of objectives.
- To be prioritized in steering, coordination, operational management or change-management roles.
Profiles with good power activation (37-47%): Present, built and adaptable power. In this range of results, the leading group includes
Logical intelligence +
Intuitive intelligence (10,42%),
Logical intelligence +
Rational intelligence (8,92%), while the other 3 sequences remain between 4.93% and 2.50%.
These profiles invest power progressively, according to perceived legitimacy, context and confidence in their room for action.
They may oscillate between the will to act, the need to be recognized in their capacity to influence, and caution in the face of responsibility or conflict.
- Their functioning in relation to power is alive and adaptable, but may sometimes lack stability depending on power dynamics or environments.
- To be supported in contexts involving taking responsibility, cross-functional coordination or decisions involving visible arbitration.
Profiles with moderate power activation (27-37%): Measured influence and stable adaptation. In this range of results, the dominant circuits are:
- Logical intelligence + Intuitive intelligence (25,00%).
- Rational intelligence + Logical intelligence (16,52%).
- Logical intelligence + Rational intelligence (15,24%).
- Rational intelligence + Reactive intelligence (6,42%).
- Reactive intelligence + Rational intelligence (3,33%).
These individuals combine capacity for action, restraint in the affirmation of power, and the possibility of stepping back.
Their relationship to power is expressed without a need for domination or excessive withdrawal. They can influence, contribute and arbitrate with a certain measure.
- They can be very useful in complex environments, shared organizations or groups that require a sober exercise of authority.
- To be mobilized in regulation, coordination, middle-management or cross-functional facilitation roles.
Profiles with low power activation (17-27%): Influence is not the primary driver of engagement. In this range of results, the dominant circuits are:
- Logical intelligence + Rational intelligence (27,51%).
- Rational intelligence + Logical intelligence (25,80%).
- Logical intelligence + Intuitive intelligence (25,69%).
- Rational intelligence + Reactive intelligence (23,71%).
- Reactive intelligence + Rational intelligence (10,83%).
For these profiles, power is not a very strong driver of action; they may prioritize connection, structure, logic or security rather than taking charge of situations.
Their involvement in dynamics of influence may depend on the context, the legitimacy granted to them or a concrete need to act.
- They may tend to avoid confrontation, visible decisions or the direct exercise of authority, with the risk of being overwhelmed by power dynamics.
- To be supported in developing assertiveness, decision-making and ownership of their room for action. Beneficial in contribution roles, but to be supported in positions highly exposed to arbitration.
Profiles with very low power activation (7-17%): Low spontaneous investment in influence. This range of results includes few people, and the circuits fluctuate between 36.01% for the highest and 25.69% for the lowest.
- Rational intelligence + Reactive intelligence (36,01%).
- Logical intelligence + Rational intelligence (32,71%).
- Reactive intelligence + Rational intelligence (32,50%).
- Rational intelligence + Logical intelligence (31,30%).
- Logical intelligence + Intuitive intelligence (25,69%).
Their decisions are guided little by the need to influence or control, and more by other internal, relational or compliance-based reference points.
They act by relying more on relationship or identity, or on a Relationship-Identity or Identity-Relationship combination.
- It is preferable not to expose them too quickly to responsibilities involving arbitration or confrontation, but to have them contribute where their action can fit within a supportive framework.
Profiles with almost no power activation (< 7%): The drivers of action and motivation lie elsewhere. This level corresponds to a clear break with power as a decision-making reference point.
- Reactive intelligence + Rational intelligence (50,83%).
- Rational intelligence + Reactive intelligence (30,84%).
- Rational intelligence + Logical intelligence (20,29%).
- Logical intelligence + Rational intelligence (13,75%).
- Logical intelligence + Intuitive intelligence (9,03%).
Power is little invested here: these profiles do not spontaneously enter into the affirmation of influence as their main mode of engagement.
Their driver of engagement is not based on taking charge, arbitration or mastery of situations, but shifts toward relationship (connection, belonging) or identity (internal coherence, personal positioning).
- To be supported in roles where their contribution can fit into a clear framework, with explicit responsibilities, without requiring overinvestment in power dynamics or mastery over others.
3. HR conclusions
Profiles with very strong power activation (>= 57%): A dominant action and influence driver. These profiles have a strong need to act on situations and orient what is happening.
They know how to decide, position themselves and take responsibility for a line of action.
- Their posture is active, direct and often decisive, even in complex contexts.
- They may be powerful drivers of transformation, but must watch the risk of over-control.
- To be mobilized in functions where decision-making, action, influence and accountability are central.
Profiles with strong power activation (47-57%): Asserted influence capacity with mastery. These individuals seek to have an impact without necessarily controlling constantly.
Their action aims to orient, structure or influence in a measured way.
- They combine influence and discernment in their decision-making.
- They know how to exercise their power without excessive control.
- Relevant in coordination, steering or shared-responsibility roles.
Profiles with moderate power activation (37-47%): Influence is present, but not dominant. These profiles can influence without seeking to control.
Their engagement depends on the context and the responsibilities entrusted to them.
- They can make decisions without systematically seeking ascendancy.
- Their impact varies according to situations and issues.
- To be positioned in functions requiring contribution, occasional decision-making and collaboration.
Profiles with moderate power activation (27-37%): Influence in the background. These profiles do not naturally orient decisions or situations.
Their posture is more contributive than decision-making.
- They participate without seeking to lead or influence.
- They prioritize execution or collaboration over taking power.
- Useful in functions requiring reliability, contribution and support.
Profiles with low power activation (17-27%): A weak search for control. Their action is little oriented toward taking control.
They prioritize execution or contribution without power stakes.
- They avoid positions of authority or confrontation.
- Control is not a mobilizing lever for them.
- To be positioned in support or technical contribution roles, taking into account their identity or relational dominance.
Profiles with low power activation (7-17%): An absence of search for control. These profiles integrate the notion of power very little into their functioning.
They function without seeking to orient, control or dominate.
- Their action is independent of any desire for ascendancy.
- They prioritize neutrality, execution or withdrawal.
- To be mobilized in functions requiring discretion, neutrality or technical expertise.
Profiles with very low power activation (<7): An absence of search for control. These profiles integrate the notion of power little or very little into their functioning.
They function without seeking to orient, control or dominate.
- Their action is independent of any desire for ascendancy.
- They prioritize neutrality, execution or withdrawal.
- To be mobilized in functions requiring discretion, neutrality or technical expertise.
4. Strategic uses for HR.
- Recruitment and selection:
- Identifying the intensity of the power lever makes it possible to target profiles oriented toward decision-making, influence and responsibility.
- Ensure that the level of authority and responsibility of the position corresponds to the candidate's capacity and need for influence: steering, leadership or contribution.
- Internal mobility and development:
- Profiles with strong power activation can be mobilized in leadership, steering or strategic project management functions.
- For profiles less oriented toward power, environments where contribution, expertise or execution are valued without pressure to influence should be favored.
- Talent development:
- Strengthening the power lever means developing the ability to decide, influence and assume responsibilities.
- Value highly power-oriented profiles as drivers of action, decision-makers and carriers of organizational responsibilities.
