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https://www.mindtools.com/pages/article/four-dimensions.htm

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and below is the information I have precised, I have picked up "what are the four dimension" topic only.

The idea of the "Four Dimensions of Relational Work" can help you match team members' natural aptitudes and skills to specific tasks or projects.
In this article, we'll explore how best to use this model to build your team and assign tasks and projects to the people able to do the best job.
The four dimensions were identified by Timothy Butler and James Waldroop. It can help you understand team members' interpersonal strengths, as well as your own strengths. The Four Dimensions of Relational Work are:
1. Influence.
2. Interpersonal facilitation.
3. Relational creativity.
4. Team leadership.
Influence - People who are strong in this dimension enjoy being able to influence others. Influencers are also good at creating network; they excel at making strategic friendships and connections.
Influencers don't always have to be in a sales role to use this strength effectively. Or maybe a manager can be relied on to persuade clients to give his team a little more time on a deadline. Both are effective influencers.
Interpersonal Facilitation - Team members who are strong in this area are often "behind the scenes" workers. They're also skilled at helping others cope with emotional issues and conflict.
For instance, if you suspect that someone you're dealing with has a "hidden agenda" during group meetings, then you may need to ask for help from someone on your team who is strong in interpersonal facilitation.
Relational Creativity - People who are strong in this dimension are masters at using pictures and words to create emotion, build relationships, or motivate others to act.
An example is a corporate copywriter who writes such a moving speech that the CEO is able to inspire the entire company to meet an aggressive deadline.
Team Leadership - Team members who are strong in team leadership succeed through their interactions with others.
This area also might sound like the influencing dimension, but there's an important difference. But team leaders thrive on working through other people to accomplish goals, and they're more interested in the people and processes necessary to reach the goal.
Butler and Waldroop argue that a good match will make both the manager and the team happier, because everyone will be using their natural strengths. What is relevant is that if we, or our team members, have a strength in one area, we should try to match their work to that strength.