PAPERmaking! FROM THE PUBLISHERS OF PAPER TECHNOLOGY ® Volume 8, Number 1, 2022
3. Alchemist Rooke and Tolbert describe this charismatic action logic as the most highly evolved and effective at managing organizational change. What distinguishes alchemists from other action logics is their unique ability to see the big picture in everything, but also fully understand the need to take details seriously. Under an alchemist leader, no department or employee is overlooked. Here are some things an alchemist might say: Alchemist 1: "A good leader helps their employees reach their highest potential, and possesses the necessary empathy and moral awareness to get there." Alchemist 2: "It's important to make a profound and positive impact on whatever I'm working on." Alchemist 3: "I have a unique ability to balance short-term needs and long-term goals." 4. Opportunist Opportunists are guided by a certain level of mistrust of others, relying on a facade of control to keep their employees in line. "Opportunists tend to regard their bad behavior as legitimate in the cut and thrust of an eye-for-an-eye world," Rooke and Tolbert write. Here are some things an opportunist might say: Opportunist 1: "A good leader should always view others as potential competition to be bested, even if it's at the expense of their professional development." Opportunist 2: "I reserve the right to reject the input of those who question or criticize my ideas." 5. Diplomat Unlike the opportunist, the diplomat isn't concerned with competition or assuming control over situations. Instead, this action logic seeks to cause minimal impact on their organization by conforming to existing norms and completing their daily tasks with as little friction as possible. Here are some things a diplomat might say: Diplomat 1: "A good leader should always resist change since it risks causing instability among their direct reports." Diplomat 2: "It's important to provide the 'social glue' in team situations, safely away from conflict." Diplomat 3: "I tend to thrive in more team-oriented or supporting leadership roles." 6. Expert The expert is a pro in their given field, constantly striving to perfect their knowledge of a subject and perform to meet their own high expectations. Rooke and Tolbert describe the expert as a talented individual contributor and a source of knowledge for the team. But this action logic does lack something central to many good leaders: emotional intelligence. Here are some things a diplomat might say: Expert 1: "A good leader should prioritize their own pursuit of knowledge over the needs of the organization and their direct reports." Expert 2: "When problem-solving with others in the company, my opinion tends to be the correct one." Which Leader Are You? So, which action logics above felt like you? Think about each sentence for a moment ... now, check out which of the seven leadership styles you embrace on the right based on the sentences you resonated with on the left.
Article 10 – Leadership
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