THE 8 LEADERSHIP

ARCHETYPES
Recognize your own.
Lead and follow those of others.
 Introduction
T
         he following is based on the research of Manfred F.R. Kets de Vries, the
Distinguished Professor of Leadership Development and Organizational Change at
INSEAD.

    Since publishing his findings in the Harvard Business Review his 8 Archetypes have
continued to attract both academic and in-practice interest.

    Professor de Vries underpins his research with three premises:

       An organization should have knowledge of the personal limitations of its

executive.
An organization should ensure that there is a solid diversity of strengths
among the leadership team, and 
Leaders with particular archetypes are best suited to certain
organizational roles or organizational life cycle stages.

    When written about by businesses commentators and bloggers, they tend (almost
always) to make a key error. They conflate leadership archetypes with leadership
models. The 8 archetypes identified are not optional models, they are the
predispositions of individuals (perhaps learned, perhaps innate) expressed through
their leadership behaviors.

    As Prof. de Vries concludes, “one typically sees a number of recurring patterns of

behavior that influence an individual’s effectiveness within an organization. I think of
these patterns as leadership “archetypes,” reflecting the various roles executives can
play in organizations, and it is a lack of fit between a leader’s archetype and the context
in which he or she operates is a main cause of team and organizational dysfunctionality
and executive failure”.

    In the pages which follow, you will learn to detect each archetype in both yourself
and others. And, crucially, to understand how to both lead and follow others according
to their archetype.
 #1 
THE STRATEGIST
The Strategist is talented in dealing with future developments in
their organization’s environment. They know how to provide
vision, and strategic direction to create new organizational forms
and generate future growth.

WHEN THEY ARE MOST REQUIRED

In turbulent times. When changes in the operating environment require new
directions.

YOU ARE A STRATEGIST IF YOU

• Are excellent at abstract and imaginative thinking
• Have a long-term orientation
• Are talented at simplifying highly complex situations
• Are interested in undertaking new things and solving difficult problems
• Are a champion of unconventional thinking
• Are excellent at aligning vision with strategy

IF YOU ARE A STRATEGIST

• Pay particular attention to developing your people management skills. You may
find it awkward to become involved in interpersonal issues. Remind yourself these
issues are important to those involved and they deserve your attention.
• Your tendency towards highly abstract thinking can contribute to communication
problems. Take extra care to ensure your employees fully understand what you are
trying to do, or what message you are trying to get across.
• Because you are often preoccupied with the big picture, you may ignore smaller
operational issues. Remember these seemingly boring issues warrant your
attention to keep the organization on track.
 #1 
THE STRATEGIST (CONT.)

IF YOU WORK FOR A STRATEGIST

• Do not automatically reject bizarre suggestions.
• Do not expect to be given specific objectives or instructions. Assume
responsibility for implementing objectives yourself.
• Do not expect strategists to monitor your work in detail. They are more interested
in broad outlines.
• Do not expect a strategist to compliment you on work well done. They are not the
cheerleader type.
• Talk with them on a regular basis. Seek their advice. Strategists like to present
their ideas to others.

IF YOU NEED TO MANAGE A STRATEGIST

• Encourage their creativity.
• Do not expect them to be detail oriented.
• Help them shape their ideas, and try to make them more operational.
• Expect them to be different. Their talent will be destroyed by bureaucratic
practices. 
• Be patient. Concrete results are not always immediately forthcoming.
 #2 
THE CHANGE CATALYST
The Change Catalyst is exceptional at turning around messy
situations. They are implementation-driven, masters at
re-engineering. They know how to create new organizational
blueprints.

WHEN THEY ARE MOST REQUIRED

After a merger or acquisition, or when spearheading a re-engineering, turnaround
project.

YOU ARE A CHANGE CATALYST IF YOU

• Easily recognize opportunities for organizational transformation
• Are talented in identifying and selling the need for change
• Are prepared to take on risky assignments
• Are able to turn abstract concepts into practical actions
• Possesses a great sense of urgency
• Have the ability to make difficult decisions
• Set high standards

IF YOU ARE A CHANGE CATALYST

• You can quickly grow bored in stable situations. Keep seeking challenging
projects.
•  You have a talent for people management, but take care your sense of
urgency does not override your sensitivity to others.
•  Make sure your intense desire to get things done, does not lead you to engage in
callous, insensitive behaviors.
#2
THE CHANGE CATALYST

IF YOU WORK FOR A CHANGE CATALYST

• Be prepared to help them slow down, and help them see the consequences of
their quick decisions.
• Beware of the dangers of a culture of fear and abuse establishing itself around a
change-catalyst. Help them see the consequences of their actions.
• Be prepared for action. Change-catalysts do not indulge in lengthy planning
exercises.
• As change-catalysts are quickly bored with stasis, there is always the danger that
they will initiate a transformation program for the wrong reasons. Be ready to point
that out.

IF YOU NEED TO MANAGE A CHANGE CATALYST

• Use them as trouble-shooters, to clean up messy situations in the organization.
• Do not stifle their enthusiasm. Be open to their propositions and reframe what
they plan to do in a constructive, positive way.
• Set boundaries whenever you give change-catalysts something to do. In their
enthusiasm, they may take projects too far.
 #3
THE TRANSACTOR
The Transactor is a great deal maker. They are always identifying
and tackling new opportunities. They thrive on negotiations. They
know how to sell and create closure.

WHEN THEY ARE MOST REQUIRED

When making acquisitions or other deals.

YOU ARE A TRANSACTOR IF YOU

• Have a preference for novelty, adventure, and exploration
• Are uninterested in day-to-day management
• Are a great deal maker/salesman/negotiator
• Have a short-term focus
• Use creative networking to attain goals
• Have a powerful drive to accumulate wealth
• Are a good reader of people

IF YOU ARE A TRANSACTOR

•  Be conscious that boredom introduces the risk you will initiate ventures which
make no economic sense. 
•  After you close a deal, you may lose interest. Ensure you have people around you
who can take the project to the next phase.
make no economic sense.
•  Work on building self-discipline to assist in tempering your impatience with
structures, processes, and systems. 
#3 
THE TRANSACTOR (CONT.)

IF YOU WORK FOR A TRANSACTOR

• Be prepared for action. Do not expect long meetings and consensus building
sessions.
• Transactors will mostly make the decisions themselves and expect you to carry
them out.
• Do not wait for a transactor to come to you. They expect you to take the initiative,
whether it’s about a promotion, a salary increase or a new idea. 
• Be wary of their entering into a transaction just for the sake of it.
• Some transactors may have a volatile temperament. When they explode, take it in
your stride. They rarely bear grudges.

IF YOU NEED TO MANAGE A TRANSACTOR

• Recognize their low threshold of boredom. Give them transaction opportunities
on a regular basis.
• Tell them to be straight with you. Explain that you want transparency from your
people. Make it clear, however, that you won’t tolerate manipulative people in the
organization. 
• Financial incentives are great drivers for transactors.
 #4
THE BUILDER
The Builder has a strong desire to be independent, wanting to be in
control of their lives. Not only do they have a “dream” of creating
something, they also have the talent to make this dream come true.

WHEN THEY ARE MOST REQUIRED

When setting up new ventures inside or outside the organization.

YOU ARE A BUILDER IF YOU

• Have a great need to be in control
• Have an enormous amount of energy and drive
• Are single-minded and very decisive
• Have enormous perseverance and a great capacity to deal with setbacks
• Have a long-term focus
• Have a strong motivation to create something
• Have difficulties in dealing with authority

IF YOU ARE A BUILDER

• Be aware that your great need for control means your leadership style will not
always bring out the best in other people. Take time to learn to delegate.
• When you set up organizations try to avoid your natural instinct to create
centralized structures where all reporting lines go via you. 
• Your tendency to monopolize decisions may have been appropriate in the start-up
phase, remember it can become highly dysfunctional when the company grows. 
 #4 
THE BUILDER (CONT.)

IF YOU WORK FOR A BUILDER

• Use benchmarking to persuade them to adopt a more professional way of doing
things. 
• Help builders understand the need for involving other people in decision-making
processes, explaining the advantages of delegation.
• Assist them in the setting of priorities. Analyze together where they can add their
greatest value.
• Do not expect compliments from builders. They are poor at creating a culture of
positive feedback. 

IF YOU NEED TO MANAGE A BUILDER

• Listen to them. They like to be heard. Make sure that they realize that their
projects have your full attention. Explain that there is a place for them in the
organization.
• Do not demand too much information from builders.
• When they are overly optimistic about their projections, pay attention,
compliment them about their ideas, but help them arrive at a more realistic
perspective.
 #5
THE INNOVATOR
The Builder has a strong desire to develop and realize creative
ideas. They are always working on new projects, new activities,
new ways of doing things. They possess a great capacity to solve
extremely difficult problems.

WHEN THEY ARE MOST REQUIRED

When the organization requires someone to take on the role of the idea generator.

YOU ARE AN INNOVATOR IF YOU

• Possess a great drive to pursue your ideas
• Are creative and imaginative
• Are always on the lookout for new projects and new activities
• Are never satisfied in developing your ideas/ difficulties with closure
• You are naïve about organizational politics
• You are an ineffective communicator
• Hold financial gains as secondary
• Are eccentric

IF YOU ARE AN INNOVATOR

• You are adept at logic and reason, but take care to express your feelings
appropriately.
• You are not naturally skilled at decoding body language, sensing others’ feelings,
or recognizing hidden agendas. 
• Don't lose sight of the financial realities of the business.
#5 
THE INNOVATOR (CONT.)

IF YOU WORK FOR AN INNOVATOR

• They don’t like managing people. Don’t expect much direction or feedback. 
• Help them to be aware of the financial implications of the projects in which they
are engaged. Bring a touch of reality to their projects.
• Be aware of innovators’ tendency to “tinker” with the projects they are working
on. Accept that they will never be satisfied and help them to achieve closure.

IF YOU NEED TO MANAGE AN INNOVATOR

• Channel their energy by encouraging them to pursue unorthodox ideas.
• Steer them towards projects that will bring the greatest benefit to the
organization. Help them to achieve closure.
• Use their enthusiasm in a constructive way. Channel it, so that it inspires other
people in the organization by allowing them to communicate the exciting projects
they are working on.
 #6
THE PROCESSOR
The Processor views the ideal organization as a smoothly running,
well-oiled machine, and are very effective at setting up the needed
structures and systems to support the organization’s objectives.

WHEN THEY ARE MOST REQUIRED

When order must be created out of disorder. Highly effective at creating a
professionally managed organization, setting up structures, systems, and
procedures

YOU ARE A PROCESSOR IF YOU

• Are extremely effective at turning abstract concepts into practical action
• Are good at implementing process-based actions
• Are effective at providing structure/processes/ boundaries
• Have great self-discipline, are very reliable, efficient and conscientious
• Remain cool-headed in situations of stress
• Have a positive attitude toward authority
• Are excellent at time management

IF YOU ARE A PROCESSOR 

• Even though it is difficult for you, try to develop your flexibility and spontaneity.
• You are naturally unadventurous, ensure this does not prevent you from
responding to new opportunities. 
#6 
THE PROCESSOR (CONT.)

IF YOU WORK FOR A PROCESSOR

• Help processors recognize new opportunities. Encourage them to be more
adventurous and decisive. 
• Accept that, if you are work successfully for a processor, you will have to function
according to the established rules and procedures. Deviating too far from these
rules will cause irritation and damage your career.
• When you work for processors, you are more likely to be rewarded for
conformity than for innovation.

IF YOU NEED TO MANAGE A PROCESSOR

• Reward them for what they good at - taking care of detail, but also impress upon
them that the major gains are in strategic innovation.
• Demonstrate how they can help other people in the organization for whom detail
orientation is not a priority.
• Prevent them from instituting a stifling set of structures, rules, and procedures. 
• Calm them down when they are distressed by others who fail to observe rules
and regulations to the letter.
 #7
THE COACH
Coaches are exceptional people developers. They have the ability to
get the best out of their employees, in the process creating high
performance teams and a positive organizational climate.

WHEN THEY ARE MOST REQUIRED

When culture change is required to address feelings of organizational alienation and
to regain trust. Very effective in networking, knowledge-based organizations.

YOU ARE A COACH IF YOU

• Inspire trust
• Are excellent at handling difficult interpersonal and group situations
• Have a talent for creating high-performance cultures and teams
• Are a great developer of people/giving constructive feedback
• Are a great communicator
• Have a positive outlook
• Are a good delegators

IF YOU ARE A COACH

• Sometimes you are too soft with their people. Work on giving negative feedback
when appropriate.
• Be careful not to procrastinate about important issues, a danger when speed is a
competitive advantage in the business world.
#7 
THE COACH (CONT.)

IF YOU WORK FOR A COACH

• They may not always be prepared to make tough decisions, be prepared to take
on the role of “executioner.”
• Create a greater sense of urgency in dealing with difficult interpersonal
decisions.
• When they are overly optimistic about an executive’s capacity to change, try to
inject a greater dose of reality. 

IF YOU NEED TO MANAGE A COACH

• Appreciate their ability to get the best out of their people.
• Occasionally remind them to be more demanding of their people.
• Suggest other situations in the organization where their people development
skills would be useful. Encourage them to use their talents and take on a
mentoring role for high potential junior executives.
• Help them to be less idealistic, more political, and to feel comfortable with the
dynamics of power.
 #8
THE COMMUNICATOR
Communicators are great influencers, capable of having a
considerable impact on their various constituencies.

WHEN THEY ARE MOST REQUIRED

To influence the mindset of the organizational employees and departments to
overcome crisis situations.

YOU ARE A COMMUNICATOR IF YOU

• Are excellent at communicating broad themes/big picture
• Are talented in using simple language/ metaphors
• Are not detail oriented
• Know how to attract the attention of others
• Have the capacity to reframe difficult situations positively
• Easily influence others
• Are very effective in getting people to see your point of view

IF YOU ARE A COMMUNICATOR

• Despite your talent for performing, remember that others can detect a lack of real
sincerity and authenticity.  
• Avoid trying to obtain excessive perks and other benefits for yourself.
• Do not take credit for other people’s achievements. You will be viewed as
parasitic, and self-serving.
#8
THE COMMUNICATOR (CONT)

IF YOU WORK FOR A COMMUNICATOR

• Trust their instincts about how, when and where to communicate with the
various organization’s stakeholders.
• Make sure that their exposure to people is short. Communicators are not good at
dealing with detailed follow-up questions.
• Be realistic when dealing with them. Realize that communicators make many
promises but do not necessarily deliver. 
• Be aware that communicators may take credit for the work you have done.
Actively build networks so that other people recognize your achievements.

IF YOU NEED TO MANAGE A COMMUNICATOR

• Use communicators in situations where their talents are needed, such as
taking on the communication role in crisis situations or dealing with various
stakeholder groups.
• Be explicit about the kind of behavior and results you expect from them.
• Prevent them from the excessive hiring of consulting firms or other advisors.
• Watch out for their taking advantage of the system, acquiring perks and other
benefits.