Explanation of Strategic Leadership Styles

1. UNDERSTANDING MYSELF
@fabsyaz
@muhammadhusnii

2. OBJECTIVE
• Have reflection about myself
• Understand my value and how it affect my future
• Clear vision about my dream based on my value

3. EXPECTATIONSETTING
Be on your most comfortable place around theplenary
Let go of your defense
Be honestto yourself

4. LEADER

5. Imagine….

6. HAVE YOU UNDERSTAND YOURSELF?
What kind ofleaderareyou?

7. How couldmy values affect my life?

8. Have you done the
test?

9. STRATEGICLEADERSHIP STYLES

10. PROPHETS
Bestwhen organization aregettingstartedor are enteringperiod
majorrestructuringand renewal.
- Strong beliefin newproducts andservices
- Highstandardand do notbelieveinthe abilitiesofpeopleoutside
their own smallgroup
CREATIVE IDEALISTIC VISIONARY
command

11. Ifyouworkfor,Prophets
- Do notexpectthemtoprovide specificobjectiveor instructions
- Do not expectthemtofollowupon detailsofyour work
- Seekout themfor advice andideas
- Betolerantoftheirlatestideas,even ifthey seemillogicaland
inconsistent(leadthemtobrainstorm)
- Realizethatprophets do notexpectyou tosharetheir
characteristics(love person whoorganize and accomplishtheir
ideasfor them)

12. IfProphets,workforyou:
- Recognize their creativeabilitiesand reinforceand encourage those talents.Do
not demand that theybe wellorganizedor conform tostandard procedures
- Listento them. Theyneedtoknow that theirvisionaryideas are importantto
you
- Help prophetsdistinguish betweentheirregularjobsandtheircreative
activities Prophetsmay need tojustifytheirsalaries withmundane work
- Protect them from bureaucrats.Rememberthat in matureorganizations
prophetsareall toooftenignored or eliminated
- Have patience. Prophets worknot for this quarter’sresultsbut for the impact
theycan have the long run.

13. BARBARIANS
Excel when organizationsarestrugglingtosurvive or tobroadentheirbase or
attemptingtodiversify.Barbariansseethemselves as being inlife-or-death
struggles toaccomplish the Prophet’s objective.
- High control and directaction
- Wantothers tojoin theteam ormove outtheway
- Prefertoestablisha few simple systems and structureswhilestressing a high
degree of task flexibility
IMPLE-
MENTER
ACTION
ORIENTED
TO THE POINT
command

14. Ifyouworkfor,Barbarians
- Straightto the point and takeaction
- Do not expect to be involved in long meetings or consensus
decision making.
- When they askfor your input, be completely honest and direct.
- Go to Barbarians; do not wait for themto come to you.
- If you want to discuss be straightforward

15. IfBarbarians,workforyou:
- Be sure that their assignments are appropriate for command and single
minded action
- Leave no confusion about their areas of responsibility and what you
expect to them
- Take advantage of their greatest talent; working in turnaround situations
and managing organizationunits that are growing fast and need quick
decisions.
- Help them make the transition to the next management stage by
encouraging them to involve their people more, delegate more and to
consider longer-range factors and outcome

16. BUILDERS
are most valuable when successful organizations are confronted by many
opportunities growth and diversification.
- Believe in the organization’s product and services
- They are interested in the means of production, although their focus their energies on
making those means more efficient
- Detailed oriented
- Concerned with short-range numbers
- Initiate leadership shift from ‘command’ to ‘collaboration’
DETAIL
ORIENTED
BRIDGING
COMMAND TO
COLLABORATION
NEEDCLEAR
DIRECTION
collaboration

17. Ifyouworkfor,Builder
- Offer clear, specific, written objectives. They hate surprises and believe
that you should have a blueprint of your activities
- Realizethat they are not world greatest communicators. Help them by
initiating they need of communication.
- Do not expect a great deal positive reinforcement. They take satisfaction
from the quality and volume of the products that go out the door and
they expect you will, too
- Realizethat they appreciate creativity within bounds. They more
interested in ‘HOW’ than in ‘WHAT’ or ‘WHY’

18. IfBuilders,workforyou:
- Helpthem to thinklong term
- Helpthem to understand theneed for involving people below
them in decision making
- Rememberthey responds to rewards improving in processes
(HOW) more thanresults (WHAT)
- Do not burden them with too much central-staffhelp. Offer
help, but do not impose it

19. EXPLORERS
similar to Builders, but they place their emphasis onincreasing the
efficiency.
- They are the organizational members most in touch with customers
- Highly competitive and enjoy keeping score
- Interpersonal relationships are important to them
- Enthusiastic and intuitive
- Hate paperwork and do littleor no managing
SOCIAL
BUTTERFLY
EXPLOSIVEIN +
WAY
EFFICIENT
collaboration

20. Ifyouworkfor,Explorer
- You willwin points for producing results and gainingnew
business – things an Explorer understandsthe most
- Tell them about your plans. They want to know that their staffshave
high objectives and expectations and projections
- Do not tell them what cannot be done or what should have been done.
Keep your level of enthusiasm high and frame your comments in a
positive context

21. IfExplorers,workforyou:
- Remember, that theyappear toneed your approval more than others do,
because theyare ‘out inthe wilderness’most of thetime. Whenthey come back
tooffice,they need yourpraise, letthem have it
- Do not shoot them down, whenthey seem overlyoptimistic. Help themto
developmorerealisticexpectations and projections
- Whentheywantyouto spend moretime in the fieldwithcustomers than you
can afford,work withthem onmaking the best use of theirtime
- Whentheydonot have the bestrelationswiththose whose support theyneed
in production, help themunderstand the importance of these members of their
team. Theyoftenhave difficulty along this time.

22. SYNERGIST
donotfavora single leadership style.Instead,theyincorporatethe different
styles of leadership requiredtosucceed throughout an organization’slifecycle.
- Seek social unity, balance teamworkand continuous improvement ofproducts
and service(total qualitymanagement)
- Emphasize positive behavioralreinforcement by using symbols,participative
decision making, interpersonalskills andhigh levelsoftechnical competence
FLEXIBLE BALANCE
EYE OF THE
STORM
collaboration

23. Ifyouworkfor,Synergist
- Besensitiveoftheir needtoblendand balancethecharacteristics
ofProphets,Barbarians,Builders, Explorers,and Administrators
- Do notexpectconsistency. Demonstrateflexibilityin your own
approach toproblems
- Demonstrateabilityin teamwork,participation,delegationand
constantimprovementofproducts and services
- Appreciatethe synergist’sneedforemphasizingboththe material
and spiritual aspectsoforganizations

24. IfSynergistsworkforyou:
■ Reward them for achievinga balance betweenthe
preservation of creativity and
theneed for order.
■ Realize thatSynergistsmay wantyou toincrease the
amountof timethat you
spendwith personnel inproduction areas insteadofstaffareas.
Althoughthis is
generally a goodidea,thereis stilla need totakecare of the
administrative
aspectsof theorganization.

25. ADMINISTRATOR
•Contribute most when organizations have entered a secure stage
•Believe in efficiency and I maximizing the financial side of the organization
•Perfecting management-control systems
•Tend to take organization’s products and services for granted.
•Not effective in dealing with people
•Make decisions based on data and spend lots of time seeking ‘correct’ answer
•Under Administrators, line managers lose power while staff gains it.
CONTROL
EFFICIENT
ORIENTED
SOLOPLAYER
collaboration

26. IfyouworkforanAdministrator:
■ Realizethathe or sheis morelikelytorewardyou for conforming
than for
creating.
■ Understandhis or heressentialneedfor administrativecontrol
and discipline.
When thatcontrol becomesstifling,you musthelptheAdministrator
torecognize
yoursituation.
■ Recognizewho you are and whatyour ambitionsare. If you always
work for an
Administrator,you can developthe samecharacteristics,which
mayor maynot
be thebest for you.

27. IfAdministratorsworkforyou:
■ RememberthatAdministratorsare goodat takingcare of
details; reward themfor
that.Also help themtoseethelarger picture, direction, trends,
and reasons.Keep
themin touch with whatis importantto theorganization.
■ HelpAdministratorstosee theirjobs as servingthosewhose
performance should
be enhancedby their systems:theBuilders andExplorers.

28. BUREAUCRAT
•Most visible in diversified organizations (primary products and services are viewed as being
mature‘cash cows’)
•Growth occurs through acquiring younger organizations and cost cutting
•Confront no problems that cannot be overcome through sound financial management and
controls.
•Place little emphasis on creativity and are more concerned with numbers than people
•Like written reports, cultivate the flow of paper
•Seek to increase autocratic command, often resulting inoverorganization, overspecialization,
and a lack of trust between levels.
ORDER ACTASBUFFER COMPLAIN
disintegrate

29. IfyouworkforaBureaucrat:
■ Remember that the Bureaucrat tends to focus on performance that fits the system,
without askingwhether it is the rightperformance. Help him or hereby asking
questions that will lead to a considerationof more creative responses.
■ As a Bureaucrat needs order and conformity, do not make him or her nervous by
being “weird.” It is difficult to work for a nervous boss, particularly if you are the
one who makes the boss nervous.
■ Serve as a buffer for your subordinates. Manage them to produce creative
responses without interference from your Bureaucratic supervisor. Do not make
your own problem your subordinates’ problem

30. IfBureaucratsworkforyou:
■ Remember that Bureaucrats are better in staff jobs, not line jobs.
■ Make sure that they do not spin a webof stifling systems and
structure around
others.
■ As Bureaucrats constantly complain about others who are violating
the sanctityof
their systems,learn to ask, “So what?”
■ Rewardthemfor developing and managing the most efficient
administrative
processes. Define “efficient” as meaning thefewest possible staff
requiring the
least amount of time from line managers.

31. ARISTOCRAT
•Most evident when theorganization’sprimaryproductsandservices aredeclining becauseofalackof
attention,investment, andcreativity;when organizationalcomponentsarebeing eliminatedand
divested;andwhen cashis desperatelyneeded.
•Cynicism permeatesall partsandlevels oftheorganization
•Increasingly surroundthemselves withexpensive tokensoftheir positions(“perks”) andview their
primarymission aspreventing furtherorganizationalerosion.
•Have aloofmanagementstyle
•Doesn’tlike makingdecisions
•If forcedtomakedecisions, generally use a highlyautocraticstyle.
•Organizationareburdenedwithexcessive layersofmanagement,poorcommunication,little clarityof
mission, low motivation,lotsof internalwarfare,andineffectiveformalstructures.
ALOOF INDECISIVE AUTO-CRATIC
disintegrate

32. IfyouworkforanAristocrat:
■ Quit.
■ If you cannot quit, consider the Aristocrat’s objectives butcreate yourown
independently. Hope that the Aristocrat’s successor appreciates your efforts.
IfAristocratsworkforyou:
■ Encourage them to leave.
■ If they will not quit, ask them specific questions about theirefforts to improve the
organization, the quality of their productsand services,and their plans for creative
developments. Let them know that their jobs depend on a change in behavior.

33. EXPERT
TEAM
ROLES
TEAM PLAYER
ANALYST
DRIVER
EXPLORER
INNOVATOR
COMPLETER
CHAIRMAN
EXECUTIVE

34. EXPERT
TEAM
ROLES
The expert has the skills and expertise
required for the specific task at hand. He or
she has a strong focus on the task and may
get defensive when others interfere with
his or her work. The expert prefers to
work alone and team members often have
a great deal of trust and confidence in him
or her.

35. TEAM PLAYER
TEAM
ROLES
Theteam player is caring, avoids
conflicts, and fostersharmony. Being
someone who likes to help other people,
the team player is generally considered
agreeable and friendly. Heor she is
diplomatic and emphasizes solidarity
and team cohesion

36. ANALYST
TEAM
ROLES
Theanalyst has a tendencyto be
reservedand critical. The analyst will
also react to plans and ideas in a rational
and sensible way.He or she will favor a
prudent approach to matters and will
evaluatethem according to their
accuracybefore acting.

37. DRIVER
TEAM
ROLES
The driver is generally very ambitious
and energetic. Heor she may appear as
impatient and impulsive. The driver is a
strong motivator and will challenge
others at crucial times. Although the
actions of the driver may sometimes
seem somewhat emotional, they do play
a crucial role in pushingtheteam
forward to succeed.

38. EXPLORER
TEAM
ROLES
Theexploreris generallyan extrovert by
nature.He or she ischeerful,gregarious. The
explorerisalsoinvestigative,interestedand
curious aboutthings.Becauseexplorers like
toimproviseand communicatewith others,
theywillhave littleproblempresentingideas
totheteamand developing newcontacts.

39. INNOVATOR
TEAM
ROLES
Theinnovator is oftenthecreativegenerator
ofa team.He or she has astrong imagination
and adesiretobeoriginal.The innovator
prefers tobeindependentand tends to
approach tasksin a scientificway.As an
creativeindividual theinnovator may playa
crucial rolein thewaya teamapproaches
tasksand solves problems.

40. COMPLETER
TEAM
ROLES
The completer is very conscientious and feels
responsible for the team's achievements.
Completers are concerned when errors are made
and they tend to worry because of their
controlling nature. The completer is also known
as the finisher because they are most effectively
used at the end of a task, to polish and scrutinize
the work for errors, subjecting it to the highest
standards of quality control.

41. CHAIRMAN
TEAM
ROLES
The chairman hasa strong coordinating role.
With an emphasis on procedures, the chairman
will try to bring and keep the team together. He
or she is communicative and deals with the
members of the team in a respectful and open-
minded way.

42. EXECUTIVE
TEAM
ROLES
The executive is sometimes also referred to as
the organizer. The executive is generally
disciplined and eager to get the job done. He or
she is efficient, practical, and systematic.
Executives are well organized and diligent, and
quickly turn the ideas of a team into concrete
actions and practical plans.

43. ENEGRAM- SIMILARMINDS
Type1 Perfectionism
Type2 Helpfulness
Type3 ImageFocus
Type4 Individualism
Type5 Intellectualism
Type6 SecurityFocus
Type7 Adventurousness
Type8 Aggressiveness
Type9 Calmness