«Leader» refers to a person who can and does organize and influence a group of people (known as «followers» or «the led») to achieve a result desired by the leader and the group. «Leadership» refers to that process.
The 5 Orthodox Forms of Leadership Style
To lead in a firm or typical organization, it is essential that a person is able to make things happen and is seen by all not just as a doer but as an achiever. The Pure Pragmatist leader is an achiever who operates by doing in a dynamic take-no-prisoners way. For staff around them, it becomes a case of follow or else.
The Pure Pragmatist leader needs to surround him/herself with planners and organizers who are experts in their area and willing to follow his lead without getting upset at the inevitable chaos and corner-cutting. With such an arrangement, the results may be quite impressive if not always enjoyable or exactly what was expected.
All standard leadership styles—viewed from the perspective of decision-making—must provide for rapid execution (i.e. doing) and so must include the responsive pragmatic method.
Excluding combinations in the upper left of the TET, there are 4 other leadership possibilities, one for each approach on the comprehensive-systematic diagonal.
The impersonal way of handling people and neglect or repudiation of social sensitivities will make Empiricists rather stressful to work for. They can be hard, even brutal about the factual realities. Still, that should not be allowed to hide their capacity to achieve or run a business profitably. Typically, the empiricism is provided by expertise in a particular field or industry around which all or much of a business has been built.
It seems appropriate to name this type: the «Expert-Boss».
Given the ambition and drive, many structuralists can rather easily be pragmatic and rapidly see and seize opportunities. They may even temporarily bend the rules or violate procedures or disrupt agreed plans to overcome blockages and get desired results. Such quasi-ordered opportunism is tolerable, whereas dynamic chaos is not.
Some industries or situations suit pragmatic structuralists. Ambulance services may be led in this way and, in the military, hierarchy, responsibility and procedures are highly valued in the management of soldiers, who are seen as instruments of the nation.
The label «Chief» fits this mix of order, routine, control and swift, effective action.
Rationalists often gravitate to leadership positions.
The extra string to the rationalist bow is a readiness to be pragmatic and to confront people and situations with a logical opportunistic bias. Because the combination lies in the social and achievement zones, many like to work for such leaders. They create a communal ambience of pulling together, triumphing over obstacles, while always knowing where they are going and making it clear that they are in charge.
Given the unmistakable urge to control associated with efforts for consensus, a suitable label would be «Director».
Systemicists with executive drive can become extraordinary leaders.
If combined with dynamic pragmatism, systemicists can be both willing and capable to undertake the transformation of organizations.
On the personal side, the impersonality of dynamic pragmatism is mitigated by the personal-ethical aspects of systemicism. On the output side, the abilities to thrive on chaos, to tackle what seems impossible, to ride social forces and to understand ever-changing realities, mean that major change can be introduced.
The label «Strategist» fits someone who can devise an unexpected strategy to produce a well-judged outcome with a minimum of effort.
REMEMBER: There is far more to leadership than decision-making.
Four Social Styles of Leadership
We must now turn to the other triangle of combinations, which reveals important possibilities for leading groups to beneficial outcomes.
In certain situations and in bodies like advocacy organizations, public services, government bureaucracies, labour unions, membership associations and academic institutions, leadership is more about communicating effectively and maintaining group integrity than dynamizing group action to get results.
So a different form of leadership to that desirable in conventional firms emerges. These leadership styles use combinations in the upper left triangle.
If theEmpiricist combines essential expert knowledge with Imaginist methods, there can be a capacity to appreciate how people might relate to new ideas or use new products. There is also an ability to amass and present facts to promote or build a case for innovations and be an early adopter.
«Champion» is a common label for those who can carry people with the infection of their enthusiasm and their depth of knowledge.
Structuralists can lead politically controlled agencies.
Many society-oriented organizations are regulatory: geared to introducing procedures and implementing policies made by others, especially politicians. In these, the structuralist rigor is useful if it is tempered by a dialectic mentality that permits intelligent adaptation to the pressures of groups, some with political clout. The other way around leads to scandals.
The label «Administrative Leader» seems appropriate for those in charge of bureaucracies and regulatory authorities.
Rationalists can lead bodies seeking to impact in public arenas.
Communal leaders, advocates of causes and bureaucrats often have to deal with representatives of groups or government who refuse to cooperate in realizing shared values, but who cannot be ignored. A rationalist comfortable with dialectic methods should be able to find a way through the conflict that allows for progress. The leader's essential dialectic skill set includes bargaining, compromising, negotiating, dealing, arbitrating.
The label of «Negotiator» may capture the leadership role that is essential in certain types of politically active organizations.
Systemicists can be effective leaders in futuristic or challenging circumstances.
Those who abjure «doing» may find it natural to apply Imaginist methods to deal with situations. This can result in the creation of a new vision of the future, a vision that others may regard as almost impossible to realize. If the right emotional charge exists within a group, such a person can inspire people to identify with both the leader and the vision, and then to become followers. Given proper support, the result can be excellent. However, in the absence of sensible pragmatic input, the result can be disastrous.
The label of «Visionary» fits individuals who make a social impact through the power of their imagination, determination and grasp of reality.
REMEMBER: There is far more to leadership than decision-making.
What pragmatic leaders need…
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