What Kind of Leader Should I Be?

The Major Styles of Leadership -

Strengths and Weaknesses

April 13, 1998

Christian Leadership

Dr. Frank Schmitt

by

Jason A. Gastrich

Table of Contents

Introduction 2

The Autocratic Leader 2

The Democratic Leader 3

The Laissez Faire Leader 3

The Charismatic Leader 4

The Partisan Leader 4

The Specialist Leader 5

The Bureaucrat 5

The Zealot 5

Machiavellian 6

Missionary 6

Climber 6

Exploiter 7

Temporizer 7

Glad-Hander 7

Entrepreneur 8

Corporateur 8

Developer 9

Craftsman 9

Integrator 9

Gamesman 10

Conclusion 10

Bibliography 11

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What Kind of Leader Should I Be?

The Major Styles of Leadership - Strengths and Weaknesses

Introduction

There are many types of leaders in authority. Some leaders have a definite style and others adopt principles or attitudes from several leadership techniques. What kind of leader should you be? In order to answer this question, we must reveal the different types of leaders and their qualities. There is not necessarily a right kind and a wrong kind. However, each type of leadership has it's strengths and weaknesses. Of course the context of your leadership position should be taken into account before adopting a certain leadership technique. Nonetheless, regardless of the leadership position, the different styles need to be examined and considered.

Two models best describe the vast array of leaders. They will be referred to as the Schmitt model and the Cribbin model. The Schmitt model divides leaders into six categories: Autocratic, Democratic, Laissez Faire, Charismatic, Partisan and Specialist. The Cribbin model divides leaders into two subgroups, successful and effective. Within these groups there are a total of fourteen types of leaders, including Bureaucrat, Zealot, Machiavellian, Missionary, Climber, Exploiter, Temporizer, Glad-Hander, Entrepreneur, Corporateur, Developer, Craftsman, Integrator and Gamesman.

The Schmitt Model

The Autocratic Leader

Dictatorship characterizes the autocratic leader. His word is law. Other people are usually not involved in the decision making process. He feels that he is the man to make the decisions -- in all areas. The autocratic leader uses manipulation, threat, or force to accomplish his tasks.

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Assuming that people will avoid work, due to dislike, he feels that people need to be controlled, coerced and threatened with punishment.

One major problem with this style of leadership is that it fails to develop leadership in subordinates. Since the leader makes all the decisions, other leaders aren't necessary. This also stifles creativity and discourages innovation. Another problem of autocratic leadership is the perceived lack of sensitivity to the feelings of others. The lack of care for human feelings can discourage people from doing their work.

The Democratic Leader

People rule or at least participate in this kind of leadership. The group is the center, opposed to the leader being the center (autocratic). The leader moderates discussion while getting ideas from the group. Since the democratic leader develops a "team feeling," subordinates generally like this style the best.

Without a trained or motivated group, this leadership fails. The subordinates must desire to be involved and know enough to contribute something tangible. The people under the democratic leader must feel that their opinions are being considered, or morale will be lowered. This style of leadership also stifles the abilities of a single genius within the group, since they will be heard and their ideas entertained on equal grounds. Lastly, the democratic process takes time--which at times can be costly.

The Laissez Faire Leader

The group is given maximum freedom while the leader desires minimum control and leadership. This leader only gives help when requested. Instead of the leader taking control, he is seen as the "first among equals." This leader desires to provide information and materials as they are needed.

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Coordination and control are the two biggest problems with this style of leadership. Without a motivated, trained and experienced group, this leadership style tends to fail. Subordinates can

also feel like the leader doesn't care for them, since there is so little contact and control. Jealousy and friction can arise due to conflicting staffs and their programs.

The Charismatic Leader

This leader is characterized by strength and possessing the freedom to lead. His subordinates are extremely devoted to him and his causes--and they stand up for him against the world. His group responds to his suggestions with conviction and devotion. This leader maintains an almost "god-like" image and remains foreign or detached (not familiar). He is perceived by others as a very strong man.

There are problems with this style of leadership as well. He is anti-organization, anti-democratic and ant-establishment in nature. Since the organization is built around him, he can fail to develop or hold high quality leaders around him. This can create a lack of permanence in his work--causing his administration to die when he does.

The Partisan Leader

This leader has an extremely narrow perspective. He eliminates other concerns and is preoccupied with one thing. This leader has been called a fanatic or and extremist. Being a man of strong convictions, he is also very concerned and capable about his one interest. Youth pastors or missionaries have been known to adopt this leadership style. He is described as being a crusader or zealot. A partisan leader welcomes tribulation and attempts to press on, no matter what obstacles are in the way. Single-mindedness characterizes this leader.

The problem with this kind of leadership is that he may forget all else and only care about his or his group's purpose. The possibility of being too single-minded is also a problem. Lastly,

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the partisan leader tends to underestimate the strengths of his group, since he is devoted to a single cause--which generally isn't group development.

The Specialist Leader

Many specialists exist in our world today. They are leaders such as doctors, pastors or dentists. A specialist is characterized by accumulating the most information about a certain area. He then tries to use that knowledge to help the whole group.

The main leader cannot only be a specialist. He should hire specialists, when necessary. The specialist can lose sight of the whole picture while over-emphasizing the simple parts. This leader will tend to lost sight of other important leadership skills, while seeing everything in the light of his own specialization.

The Cribbin Model

The Bureaucrat

This leader desires to go by the book. He is disciplined, proper, rational and formal. Being a stickler for the rules and procedures, he gets much accomplished within those boundaries. He is also well-versed in the regulations.

The problem with this style of leadership is that is can be impersonal. While the leader is concerned with obeying the letter of the law, he can forget to act cordial to subordinates. He may also be a nit-picker; wanting things to be done in a certain way the he deems proper and appropriate.

The Zealot

In spite of what the organization is used to doing, this leadership style is characterized by being devoted to a task--whether it is in congruence with the present organization or not. He is

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outspoken, overly independent, very competent. This leader also adamantly supports people who are devoted to his cause.

The zealot can be aggressive and domineering. He is very task-oriented, but does not have much concern for the subordinates. Insensitivity can become a problem for him.

The Machiavellian

The Machiavellian must win at any price. He has excellent insight into people's weaknesses and capitalizes on them. He is calculating and very opportunistic. This type of leader can also appear to be charming.

This leader treats people like things to be manipulated or exploited. He only cooperates when it is to his advantage. Since he is shrewd, devious and manipulative, subordinates are generally weak or don't appreciate his tactics. Lastly, the Machiavellian can be cold and impersonal to his followers.

The Missionary

The missionary's main concern is loving people. He is overly concerned about winning the affection of his subordinates. This leader can be a push-over and exalts harmony above all else. He gets emotionally involved with people and acts on a personal basis.

Since the missionary tends to do what is popular, in order to make him well liked, he doesn't always make the wisest decisions. Furthermore, he is too concerned with what people think of him. This doesn't help him win any respect. He is also inclined to ignore the more difficult organizational requirements.

The Climber

This leadership style is characterized by the need to vault over others. He has good political

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skills. He's also driving, full of energy, usually smooth and polished and aggressive. The climber is always plotting his next move.

The problem with this leader is the fact that he doesn't have loyalty to the organization or to the people in it. He is quite competent, but uses his skills to promote himself and his ideas. He can propel himself into the limelight and prey on weaker managers.

The Exploiter

A phrase that can characterize the exploiter is, "when I bark, they jump." This particular leader is usually competent and insistent. He gets many things accomplished by requiring his followers to follow him closely and completely.

There are several bad things associated with this style of leadership. He can be arrogant, demeaning, domineering and abusive. He also exploits others' weaknesses and makes snap judgments. Because this leader exerts personal and constrictive controls and uses pressure to get things done, many subordinates are afraid of him.

The Temporizer

This leadership style has few strengths. His strengths lie in his survival techniques. He knows and exercises his skills enough to react to problems. The strongest, immediate pressure is what he reacts to.

This leader can be a procrastinator. He has little concern for people. The temporizer earns contempt from his subordinates. He is also reactive, not active. Once a problem arises, he will address it, but he tends not to plan ahead for troubling situations.

The Glad-Hander

The glad-hander is friendly and extroverted. He has excellent interpersonal skills. This leader

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possesses great survival skills and may be an excellent politician. More characteristics of this leadership style are humorous and talkative. He sells himself well, too. This leader always tries to impress others and improve his position and gets by mostly on personality.

There are some weaknesses associated with the glad-hander. He can be superficial and lack depth. Since he lacks substance, he is also not very competent. This leader rarely threatens people, but will use them. Lastly, the glad-hander is unconcerned with people, but excels in dealing with them.

The Entrepreneur

A phrase that characterizes the entrepreneur is, "We do it my way; only risk-taking achievers need apply." These leaders are extremely competent, self-confident and forceful. They have firm minds and are strong-willed. One thing that sets this leader apart is that he offers challenges and opportunities to succeed with great rewards for the risks taken. Great rewards and their examples help motivate subordinates.

Although the entrepreneur may seem like a great leader, there are also some weaknesses in this style. He can be forceful, dominant and egocentric. He doesn't simply "march to the beat of a different drummer," he often desires to compose his own music. Other problems include the lack of desire to develop subordinates and close-mindedness. He generally does not like entertaining contradictory viewpoints.

The Corporateur

The corporateur likes to call the shots, but encourages everyone to work together. He is concerned about the good of the organization. This leader is a polished and professional manager and wins the subordinates' respect. He is supportive, but does not get emotionally involved with his followers.

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The corporateur likes to keep people at arm's length. He is cordial, but does not develop deep relationships with his subordinates. This leader is dominant, but not domineering. He only relates to people on a surface level, after sizing them up.

The Developer

The developer is concerned with people and deems them his most important resource. He is trustful of subordinates and helps them reach their potential. This leader wins loyalty and builds a supportive climate for achievement. His skills like in people orientation and he delegates power for effective control.

The characteristic developer can put too much trust into people. He can also get emotionally involved with his subordinates. While this may bond them at first, it can lead to increased demands put on him and increased time spent with the less emotionally stable subordinates.

The Craftsman

The craftsman is interested in tasks. He is work and family oriented and proud of competence. He is also self-contented, honest and straightforward. This leader likes to handle and build quality products. The craftsman is self-demanding, yet supportive of his subordinates.

A problem with this style of leadership is his lack of concern for politics or status. This can be good, but can also lead to his being taken advantage of. His mild-manneredness can lead some to think he does not care. Lastly, he is a perfectionists--which has it's advantages and disadvantages.

The Integrator

The motto of a common integrator is, "we build consensus and commitment." This leader is supportive and also likes to participate. He builds a team and serves as a catalyst. Welcoming the

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ideas of others, he is well-liked. He will share the leadership and thinks more in terms of his "associates" than his "subordinates."

The problems with this leadership style are because while the integrator is building his team, he may fail to build the individuals. He also prefers group decision making and taking subtle approaches. When definite and strong leadership is absolutely necessary, he can drop the ball while letting the group decide.

The Gamesman

This leader characteristically desires to be a respected builder of a winning team. He is very knowledgeable, skilled, sharp and unbiased. The gamesman will take risks and be assertive with the intent of winning. He also takes no extreme pleasure in another's loss or defeat.

The problems with the gamesman are that he impersonally eliminates the non-achievers and weak workers. He is ready for production and dislikes anything less. He also can let winning get in the way of his personal skills.

Conclusion

Those leadership styles include the majority of today's leaders. For people who are becoming leaders, there are strengths in every style that can be used and practiced. However, there are also weaknesses that should be noted and guarded against.

In addition to leaders or future leaders who want to succeed, subordinates who cannot understand their leader can learn from the Schmitt model and the Cribbin model. Since most leaders fall into a category or two, some of their unseen characteristics can be predicted. As an informative tool, different kinds of leaders can be identified and appreciated.

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Bibliography

"The Charismatic Leader," Conger, Jay A., Jossey - Bass Publishers, 1989.

"Christian Leadership. Pastors As Bishops," Schmitt, Frank, 1993.

"Creating Understanding," Smith, Donald K., Zondervan Publishing House, 1992.

"Leaders. The Strategies For Taking Charge," Bennis, Warren and Nanus, Burt, Harper and Row Publishers, 1985.

"Leadership. A New Synthesis," Hunt, James G., Sage Publications, 1996.

"Person-Centered Leadership," Plas, Jeanne M., Sage Publications, 1996.

"Leadership," Cribbin, James J., American Management Associations, 1981.

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