A leader's style is the consistent pattern of behaviour others perceive when the leader tries to influence them; people respond to their perception, not the leader's, so self-perception is compared with others'. The dominant style is the one used most, supporting styles those used at times, and together they are the style range; style adaptability is how far the behaviour fits the situation, and it matters more than range: a narrow range can be effective in suitable situations and a wide range ineffective if misapplied. Styles that are not a leader's natural one can become the most effective through deliberate practice, while comfortable styles go unpractised. Consistency means the same style in similar situations, not the same style always; using one style throughout (the authors' parenting examples) produces predictable damage. Style change is slow: a foreman sent to human relations training reverts under pressure and becomes inconsistent.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.