Introducing Ten "LeaderTypes" from the Recovering Leader.
From emails and web traffic, I’ve noticed a lot of interest in evaluating, assessing, and categorizing leaders. So you’ve challenged and inspired me to design my own, which I started several years ago. Since then, I’ve developed and revised my ten "LeaderTypes" based on more of my executive coaching work, interviewing many leaders and those surrounding them, my own corporate leadership experience, and additional reading and reflection.
I’ve combined them all into this one post, and present them below. For each type, I’ve included the primary mindset, how that changes when they are under stress (which I also refer to is being in “shadow”), what triggers that change, and some of the developmental challenges and opportunities for them.
My ten types stand firmly on the shoulders of the nine types in the Enneagram--a system of personality profiling developed by different researchers and practitioners over many years. To that I've added my own perspective, a tenth type, simplified the types themselves, applied them specifically to leadership, and added my own empirical research. If you're an Enneagram supporter, or it piques your interest to look into it, you will notice much similarity, and I encourage you to look more deeply into the many publications associated with it.
Also, please note that I'm NOT saying I think anyone fits precisely into any particular “type," as we are all individuals: idiosyncratic, and wonderfully unique. Therefore, you will see people who seem to be blends of several types, and/or seem to change based on conditions. That’s okay: take what you find useful here, and leave the rest.
Finally, I welcome and strongly invite you to comment. I’m always learning, and very much look forward to your thoughts, responses, reactions, and suggestions.
With thanks, and in service,
David Peck
The Recovering Leader
Executive Coach and President
Leadership Unleashed
LeaderType 1: The Perfectionist (Under Stress: The Stickler)
There’s a right way to do it, according to this type of leader, and that’s their way. Exhibiting strong ideals and principles, they are even-tempered and rational until conditions beyond their control don’t go their way. Frustration, anger, or clamping down even harder on their people will follow.
They believe things can be done perfectly, and are constantly holding themselves and others up to that standard, and often find shortfalls. They are goal-oriented, purposeful, and rigid, something you can tell right away when you meet one—just take a look a their all-bound-up body language.
This leader wishes they could clone themselves, and short of that, views delegating to others as a necessary evil. They operate from the belief that if they want something done right, they’d have to do it themselves. So delegating means telling someone what to do and how to do it, rather than giving them the “what,” and allowing people to do it their own way (i.e., launching their people into effective, independent action.)
In an executive post, they are all about today’s tasks / getting the job done, rather than forging strong relationships or being visionary about tomorrow. People say about them, “Not the most inspiring person to work for, but you know where you stand.” Indeed, as a project person, a fixer, or a turnaround type, they can be valuable to an organization.
Triggered by a miss, a failure, or more severe pressure, they clamp down and become “The Stickler:” they will fire someone before giving them a second chance, try to control everything and everyone—hold frequent meetings to exert their will, attempt to know everything that’s going on, and insert themselves into the smallest details. The main route out of that behavior is for the source of the stress to be removed.
Developmentally, the Perfectionists journey is one of self-awareness and moderation—ratcheting their unrealistic standards back to a more useful state: the desire to do well. Since they are so deeply purpose-driven, I’ve seen them thrive when that mission is broadened to include self-development, and embracing the 80/20 rule. They are then able to be at their best: unshakable values, and very fair decisions and assessments. They are high in integrity and ethics, and can bring an unmatched wisdom and discernment to their leadership.
LeaderType 2: The Relater (Under Stress: The Manipulator)
Driven by the need to be needed and appreciated, s/he is all about their relationships with others. When their office door is closed, you know it’s not because they’re working on next year’s budget. So-and-so from Business Strategy, whose significant other is leaving him, is having a heart-to-heart with them.
The Relater will socialize with underlings, colleagues, and, well, everyone, which can make them poor candidates for CEO or Chairman. After all, it’s lonely at the top, and Type 2’s don’t like loneliness.
Certainly they can be tremendous as heads of sales / business development. Hopefully, the organizational support is built in, as they are unlikely to be influential with the senior-most team to get the resources they need. That’s not because they’re incapable of it, but a) they tend to have poor boundaries and over-share, so trust and confidence can be withheld from them, and b) because making the case for a positive ROI/NPV to the CFO is not as important to them as is being liked and respected.
Celebrate successes? Why not! People on the Type 2 Leader’s team find the accolades and kudos abundant, but geez, another awards thing in the conference room? Didn't we just have one?
When blamed for a failure, isolated from others, or betrayed/back-stabbed the Relater goes into their shadow, the Manipulator. Their coping strategy is to do everything they can, including using coercion/manipulation, to bootstrap others into needing and appreciating them again. They become hyper-vigilant about what others think of them, and will people-please, take credit for others’ success, inflict guilt on or transfer blame to others. In this mode, others are seen as either with them or against them. Whether they express it or not, they can get a bit Scarlet O’Hara-ish: “…How could you (do / not do) that—after all I’ve done for you!” / “I’m dancing as fast as I can . . . and I’m doing it for you!”
Developmentally, the Relater’s journey is one of balancing social needs with getting the job done. They need to maximize their ability to foster teamwork, collaboration, fun in the service of specific goals and measures. Doing so will help them revel in being of service to their people, organizations, boards, and clients. They are sincere, thoughtful, humble, and warm. They are natural listeners, since they can really “understand” the other person. The Relater brings great value to an organization, because they enable others to be at their best, and in doing so, to be of great service in all they do.
LeaderType 3: The Achiever (Under Stress: The Exploiter)
When they feel valuable, impressive, and distinguish themselves from others through their accomplishments, the Achiever is smiling. American culture’s idea of a successful leader has, until recently, lionized them. Just think Trump, Gates, Welch (until that was over), Fiorina (until that was over), and the list goes on. Being known for their success fuels the fire in their belly. In return, a Type 3 leader will get the job done, and can continue at it as long as they stay out of their own shadow.
A Type 3 is usually found at the top of the house, in the corner office, the country club, or on their way up the ladder with a bullet, which others hope isn’t pointed at their back.
Competency in leadership? Sure, when they are winning, all is going well, they’re honest, ask great questions, delegate effectively, apply credit where it's due—err, as long as people really know who was in charge when that ball got knocked out of the park—and have high standards for their people and themselves.
When in shadow (less mature or healthy, or under undue stress) they are The Exploiter. The need to be noticed in their achievements gets buried under the fear of being noticed for failing—of humiliation instead of kudos. Depending on their level of self-awareness, and their conscience, many Type 3’s will, to some lesser or greater extent exploit others and compromise on values, ethics, and integrity—anything to shoehorn themselves out of their psychological panic room. They can then come across as arrogant, egotistical, devious— or just annoying and narcissistic. To escape their shadow, growing self-awareness is needed.
Typically smart and effective, the Type 3 has great potential to grow beyond the need to succeed and garner prestige when and if they find themselves wondering if there’s something more to life than winning the game. With self-development, coaching, maturity, experience and/or the type of pain that leads to reflection and change, a Type 3 can move beyond winning, and achieve something truly amazing.
At their best, Achievers build strong working relationships with people around them, and with their own people. They are clear about what they want and when they want it, and WHY they want it. They have strong integrity, achieve good results, and bring out the best in their people. They seem to keep learning, and are keen to understand their own strengths and areas for development. They are a clever and capable asset for any enterprise.
LeaderType 4: The Seeker (Under Stress: The Hermit)
As the names suggest, when at their best, and at their worst (in “shadow”), this Leader is a lone wolf. They are driven by the need to seek greater insights (about themselves, others, and the world), to turn them into something tangible, and to feel their feelings along the way. The Type 4 leader counts on their intuition and what their heart tells them as readily as other types might refer to a spreadsheet or business plan. If a proposal or project doesn’t “feel” right to them, give it up, dude, because it’s not going to happen.
Typically a Type 4 leader is in the corner office when the organization sprung from their own vision / need to create or reinvent something. As is said about artists, they don’t make art because they’re satisfied with the world as is—rather, they create from their dissatisfaction with the status quo, which they resolve by delivering their unique vision or creation to the world.
While in positions of leadership, do not ask the Type 4 to be steady-hand-on-the-tiller managers. Indeed, if they land in a non-creative role for any length of time, they will tend toward isolation and depression.
More often than not, this type of leader is better suited to create vision and to build something than they are to running it. Create it, and move on, please. Many are great artists, composers, filmmakers, and the like—struggling to minimize the need to fit themselves into someone else’s idea or vision of how things should be. They are fiercely individualistic.
The Seeker becomes the Hermit when stressed in specific ways. For example, a very negative work environment, a failure of their vision to be realized, having to be in an uncreative role, or forced into the mold of another. I say “hermit” because they will hunker and bunker, becoming paralyzed / angry /disappointed /ashamed / depressed and isolated – and much of that will be focused on themselves. In such situations they need time to “figure things out” and will do whatever they can to make that happen, whether it’s an hour, a month, or years.
At his or her best, a Type 4 leader brings to the table tremendous creativity, vision, integrity, emotional intelligence, humor, and a deeply intuitive gift for what’s needed to make the world – or an organization – a better place. They tend toward greater self-awareness than others, which means they learn, and are true to themselves and what’s meaningful to them. Most importantly, at their best, the Seeker can translate a vision into something that we can all value, which feeds their soul, even as it gives something to all of us.
LeaderType 5: The Researcher (Under Stress: The Disappeared)
Being bright and extraordinarily quiet, when the Researcher speaks (finally), it can be tremendously illuminating—and even a bona fide game-changer. S/he craves intellectual mastery over something significant, a “life’s work,” and while they’re working on that (for life), the “Do Not Disturb” sign is up, thank you very much. “Just leave me alone and let me think!”
Any output from the Researcher (unlike the Seeker) is strictly a byproduct of their deep internal struggle for their Cause Célèbre—that which fuels their mental passion. They also struggle to protect themselves from the deeply troubling intrusions of the outside world, like going out to dinner, laundry, and bills.
That said, a Researcher-Leader who has learned to come out of their shell and share what they are discovering, like Albert Einstein, can change the universe as we know it. Because of that, a Type 5 in the executive suite will typically be older, and in some kind of emeritus role. In other words, it was awarded or given to them for some type of accomplishment on their part, rather than sought by them. Yes, they’re a Nobel winner, but don’t ask them to do performance reviews or expense reports. (A Type 5 would hold such a role in contempt, not because they are arrogant, but because it’s a distraction.)
The Researcher becomes the Disappeared when barred or prevented from their life’s work for any length of time. When stress is high, when s/he is in the wrong role, and/or life’s demands get in the way (i.e., impinge on their ability to sit and think), and they can’t find a way to continue their work, they will not only disappear down the rabbit hole of extraordinary isolation, but there are serious psychological consequences for Type 5’s. Eccentric, neurotic, or downright psychotic are possible--apathy, depression, even greater social incapacity are probable. In such situations, they benefit from professional help—and make sure that therapist is bright as they come, please.
Yet at her or his best, the Researcher is a tremendous and penetrating observer / interpreter of reality—mentally acute and able to tune into details and patterns that are hidden to the rest of us. When they are protected and supported, mentally free to roam, they are cognitive Olympic athletes, able to conceptualize and imagine their way into insights that can literally move mountains. While the Researcher is not best-suited for positions of leadership, other than as figureheads, it’s in all of our interest to give them the tools and support needed to make the greatest contributions they are able to make.
LeaderType 6: The Supporter (Under Stress: The Infant)
Trust and safety are the key drivers for this type of leader. When these conditions are present, they will go out of their way to be loyal, dependable, and warm—a wonderful and true “go to” person to solve problems, work hard, be empathetic, and make sacrifices for others. With such a heavy premium in recent years on the ethical behavior of organizations (and notable examples where that’s been, ahem, lacking), the Type 6 is a breath of fresh air for the workforce.
For these reasons, the Supporter is well-suited to leadership, which, ideally, means inspiring and supporting others to do their best work. In exchange, they need to be able to trust others, and to be trusted and supported by others. Even when this is true, they remain skeptical—after all, they are giving much of themselves, and the last thing they want or need is to experience betrayal.
When a Type 6 is at the top of the house, you can expect rock-like ethics, and you could see them wearing a t-shirt that says “Play Well With Others.” They engage with and care deeply for their team and others in the organization. Along those lines, it’s challenging for a Type 6 to make decisions on their own, particularly if they lack a trusted advisor. In such situations they can appear slow to act and indecisive. Yet the Supporter is empathetic, good at bonding, and forming sustainable alliances. Clients, co-workers, direct reports, and investors alike will think positively of them when the Supporter is at her or his best.
Remember the Type 6 is always scanning relationships and situations with skepticism. If given any reason (or hint thereof) for doubt (whether or not it’s accurate), things head south. They’ll feel crossed and betrayed which result in the Supporter becoming the Infant. Then, like an angry child, they feel helpless and lash out, both at themselves and others. They will seek authority (e.g., a parent type of figure,) in what can be a clingy way, to help regain their sense of security. Yet absent that calming influence, you’ll notice a definite victim / victimizer pattern in their behavior. The Infant needs to find safety in trust in such situations, and you can be of service to them by providing that, or helping them find it as soon as possible.
At their very best, The Supporter can indeed be a great leader. They, more than most others, can weave a web of connections, relationships, and support that result in high-performing organizations—ones that pull together—and achieve great outcomes. For the people working for and with the Type 6, it’s critical they understand the high priority of loyalty and trust to their leader. Yes, they can be thorny when they feel threatened, but it’s a fair price to pay for their courage and sacrifice when it comes to being of service, and doing something important for the greater good.
LeaderType 7: The Sampler (Under Stress: The Escapist)
An intelligent and enthusiastic leader, the Sampler is focused on seeking new experiences, and keeping their options open. They bear many similarities to LeaderType 3, the Achiever—indeed the Sampler is good at getting the job done, as they tend to balance tasks and relationships well, even during tough times (unless they are blamed or it becomes a slow slog.) Yet unlike the Achiever, they are better sprinters than marathon-runners. A 7 leader makes a strong generalist, and for intense bursts of time, can accomplish great things.
A Type 7’s ideal decade would have to be the roaring 20’s, with the tech-boom bubble 90’s as a close second place.
They are best in the big office when the organization is in strong growth mode, reinventing itself, or being turned-around in a major, concerted effort. They’ll be holding “Town Hall Meetings” and employee appreciation days, and tend to be well-liked and instill loyalty in their people. Err, that is, as long as there’s no target painted on their back.
As leaders, think of them as fair-weather friends, fully engaged when there is a challenging mission to accomplish—one they find stimulating, and different from what they’ve done in the past. They love “new.”
As implied above, when under prolonged stress / anxiety, if they anticipate being blamed, when the job gets repetitive, and/or even one minute after the mission is accomplished, the Sampler can become the Escapist. Think about it: all that energy and exuberance that lit up with the “new” now becomes dark and dull, and the 7 will literally try to avoid the crashing silence, the post-project blues, or whatever may be ailing them, in any way possible. They consider negative feels anathema, and will self-medicate before they seek self-awareness and deal with their darker feelings or face darker facts. You can help the Escapist reemerge as the Sampler by showing them what a freeing new experience it can be to understand themselves better, facing grim feelings and facts alike with courage. Once they see it as an experience they can try, the Sampler comes right back up on top.
And you won’t have to wait forever. The Sampler prefers to be at their best, because negativity tends to drown out what they care about—getting on to the next thing. If you’ve got a job opening for leader of the next moon shot, I strongly suggest you consider Type 7s. At their best they can rally tremendous forces and extraordinary loyalty, applying their good cheer and many talents to getting something truly amazing done. Then, they’ll be movin’ on.
LeaderType 8: The Driver (Under Stress: The Dictator)
More than our other LeaderTypes, this person is driven by the need to make their distinctive mark, and has the ability to do it. The Driver leader is a game-changer, challenging and reframing how people think about the status quo, and effectively engaging them in producing something new, different, and usually better. Self-reliant, confident, strong, assertive, and protective of their goals, they are willing to go out on a limb for what they seek. Type 8’s may end up in the history books, the top museums, and/or become the subject of documentaries and biographies.
That said, they are fiercely pragmatic, hitting hit the ground running, sleeves rolled up whenever the need arises. Regarding those they lead, the Type 8 places a premium on commitment, smarts, and strong loyalty. They are in it to win it, and will not “waste valuable time” trying to understand someone’s apathy / ennui / lack of drive / betrayal —it’s not that the Driver lacks empathy or compassion, but rather because they just can’t tolerate any possibility of being derailed.
As you might imagine, then, the Type 8 is a great choice for being at the top of the food chain if it’s their own ideas, mission, and vision guiding the organization and its strategy, and they have the leeway to do it their way. Not one to lose any sleep contemplating competition from others, the Driver is into setting a high bar for themselves—higher than the last mountain they climbed. They are harder on themselves than anyone else can be, and are competing solely with their own idea of a personal best.
Yet when they disagree with a path or strategy and don’t feel they can change it, the Driver becomes the Dictator. Magnanimity goes out the window, and you are facing someone who’d make Machiavelli proud. Their ends justify their means, and woe to anyone who’s in the way. Their ego grabs its sword, and the Dictator will use force or subjugation to get their way. More than any other type, when threatened with domination, they will dominate, and morality / ethics are likely to take a backseat. When the Driver has become the Dictator, it’s critical the controlling influence find a way to back off and allow the Driver to feel they have regained some semblance of self-direction or control. Until then it’s going to be a rough road for everyone around them.
At his or her best, the Driver is able to instigate lasting change, and in so doing, be honorable and worthy of the trust and respect of those that follow them. Their ideas are not so much about what they need and want to feel “better than” others, but instead what’s best for its own sake. They have a vision they want to create, and that vision is something others will tend to appreciate and want to help build.
LeaderType 9: The Stabilizer (Under Stress: The Dodger)
The Stabilizer is driven by the need to be at peace, and to be the balancing force that creates stability around them. Highly attuned to people, places, and situations, they are vigilant about the ambient level of stress and conflict in order to diffuse it. Trusting, perceptive, intuitive, kind, and honest, at their best, the Stabilizer will, to avoid conflict, intervene in ways that people find reassuring.
Provided they are receptive to the Type 9’s influence, their people generally respect them, and find them particularly helpful in a crisis, as they are able to make decisions and suggestions that restore harmony to a troubled situation.
The Type 9 leader is particularly well suited to a role that demands a steady hand on the rudder, helping guide things in a planned direction, rather than as a change agent. Because change is by definition destabilizing, to guide a changing organization AND keep the peace can overload the Stabilizer.
In the corner office this leader can do a lot of good, acting as a mediating influence among opposing points of view, and blending them into a consensus without leaving a trail of bodies in their wake. Optimistic and trusting when it comes to others, the Stabilizer leader is well-suited to optimizing a leadership team, and helping unleash the talent around them. That’s typically appreciated by their people.
When peace and harmony are not possible given the situation, efforts, and skills of the Stabilizer, they become the Dodger. They are going to duck out, either emotionally, intellectually … or actually. That is, they may jump ship, as it’s intolerable for them to be in a situation they feel there’s no way to resolve to an acceptable level of stability. If they stick around, they will not even try to solve problems, and as such, become ineffective in a leadership role. In these situations, others around the Type 9 need to calm down and offer the hope for peace in the future. Without that, the Dodger will remain this leader’s dominant approach.
Perhaps other types of leaders are better-suited to all weather conditions, as the Stabilizer spends so much time and effort on keeping the peace that other tasks and issues can take a backseat. On the other hand, at their very best, the Type 9 can create a “best place to work” and therefore keep an organization in a very high-performance zone by creating an atmosphere that elicits the best from their people.
LeaderType 10: The Coach (Under Stress: The Parent)
“He was the best boss I ever had,” said one direct report of their Type 10 leader. Why? The Coach is all about empowering their people to do their own best work. The antithesis of the “command and control” type, the Coach at her or his best challenges, questions, inspires their people, and brings their talent into action. They see the potential in others—even when the person doesn’t see it in themselves—offering a clear picture of what that looks like when fully realized, and the support needed to get them there.
An incredible question-asker and listener, the Type 10 is empathetic and pragmatic at the same time. They realize more so than any other type that too much direction robs people of their creativity and ability to make their strongest contributions, while too little feedback and coaching starves them of what’s needed to grow. The Coach is clear about what motivates their people, where they are headed, and what measurements will reflect progress along the way.
In the Captain’s chair, a Coach leader is ideally suited to an organization with good talent in place, that is, for some reason, underperforming. They can turn around a situation, say, when a predecessor might have been overbearing or dictatorial, and implement the important process of returning power (decision-making, problem -solving and resource allocation) to the managers and people doing the actual work. The Coach is the champion delegator.
If, however, there is an enduring lack of capability and/or motivation among the team, or there’s not time and resources to allow for the Coach’s work to come to fruition, they will become the Parent. Directive and dominant, the Type 10 will find themselves giving orders, guidelines, and restrictions in order to get the job done. Telling, rather than asking, will be their approach, and they can actually descend into frustration and paralysis. At such times, it’s important for the Coach’s HR and OD partners a) to notice it, and b) to help them take a hard look at the talent on board, the de-motivating influences, how people are allocated to roles, and make changes accordingly.
With the right team on board, though, the Coach, more so than other leaders, is able to make the most of their human capital, and give their team developmental gifts that will serve them immediately, and from then on. Provided you are capable and desire to learn, you know when you’ve worked for a Type 10, and will find that experience to be a positive reference point for leadership throughout your career.
