The leadership reality check 70% of leaders fit into these four types and they all have weak spots

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Maximilian McCoy
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Each type has its own strengths and weaknesses that play out in different ways on the job.

1 The leadership reality check 70% of leaders fit into these four types and they all have weak spots by J. Evelyn Orr and Guangrong Dai November 2011 Korn/Ferry research found that four primary patterns of leadership account for 70 percent of managers and executives. Each type has its own strengths and weaknesses that play out in different ways on the job. Matching leadership type to job assignment can help leaders make informed choices and proactively plan for their development. Task-oriented or people-oriented? Democratic or autocratic? Hands-on or laissez-faire? Often descriptions like this are artificially dichotomous. An analysis of managers and executives actual skill profiles reveals four real-world leadership types that aren t so black-and-white. Seeing the gray is a good thing. Here s why: People identify their strengths fairly accurately, but gloss over their weaknesses. The four leadership types that Korn/Ferry research has uncovered reflect leaders as they are, warts and all. So those who recognize their strengths in one type can then spot their probable corresponding weaknesses. Simple self-awareness of these patterns can help leaders improve and transcend the limits of their type. The key ingredients for effective organizational leadership already have been parsed and named: the smarts and savvy to set strategy; the courage, drive, and operations skills to execute effectively; and masterful vision, influencing, and interpersonal skills to see it come together smoothly (Lombardo and Eichinger 2011). It is rare to find all of these qualities in one person, but fortunately, research has found that being great at a handful of things if they are the right things is enough. Successful leaders tend to have four to seven towering strengths but no glaring weaknesses (Lombardo and Eichinger 2011; Ulrich, 2009). Seeing both sides of the leadership coin is the first step to shoring up those weak spots.

The fact that we have now distilled the four most common leadership types also raises a few questions: Are some more prevalent at higher levels of leadership?

Methodology and key findings To discover whether leadership styles fell into any patterns, this study began with recent data from 743 business leaders who completed 360-degree

About half were managers (52 percent), 32 percent middle level leaders, and 16 percent high level leaders.

2 The fact that we have now distilled the four most common leadership types also raises a few questions: Are some more prevalent at higher levels of leadership? Once leaders are aware of their type, what can be done with that insight? Methodology and key findings To discover whether leadership styles fell into any patterns, this study began with recent data from 743 business leaders who completed 360-degree assessments on a battery of leadership competencies (from The Leadership Architect library).* In the group, 71 percent were male, 29 percent female. About half were managers (52 percent), 32 percent middle level leaders, and 16 percent high level leaders. To arrive at the most prevalent leadership types, the data was evaluated using inverse principal components analysis. This produced several patterns. Once the most common patterns were identified, each leader s skill profile was compared to the most common patterns to see if it was a match. The most frequently occurring patterns are the leadership types explored here. Four leadership types emerged based on the pattern of strengths and weaknesses. We dubbed them,,, and. These four alone Figure 1 Prevalence of leadership types An analysis of hundreds of assessments of managers and executives revealed that 54 percent fell squarely into one of four types, and another 16 percent exhibited some combination of these four. 25% 15% Other 30% Combination 16% 2

3 accounted for 54 percent of leaders. Another 16 percent had skill patterns that resembled some combination of these four types. Only 30 percent of leaders fell outside of these four primary leadership types. In fact, because these distinct patterns are so stable, it is possible to predict a leader s weaknesses based on their known strengths. For example, the shines in strategic skills, courage, and drive, but falls short when it comes to interpersonal skills. Similarly, strengths can predict other strengths. A leader who has a knack for motivating people, fostering a sense of team, and inspiring others is also likely to relate well to people and build strong relationships. These four types are a snapshot of reality. They are a reflection of the skill patterns of real people, not hypothetical ideals, or even profiles of leaders who already achieved greatness. These represent the whole package the good and the bad of where leaders are, currently. Leaders in each type have assets to leverage and liabilities to manage. Four types comprise 70 percent of all leaders. What type of leader are you? What kind do you want to be? (a.k.a. Smarty Pants) Individuals in this category are not only recognized for deep expertise in their field, but they also have the ability to go deep quickly in new areas. Self-confident, responsible, outspoken, and direct are a few words their colleagues would use to describe them. They are also bright, resultsdriven, and ambitious. Tough assignments are welcomed as a means to stay intellectually challenged. Often s become champions for potentially controversial or unpopular ideas. Their combination of expertise, zeal, courage, and drive position them to advocate for change. 25% 15% Other Combination 30% 16% The thing about any smarty pants is that they are sometimes tripped up by interpersonal dynamics. Their no-nonsense focus on delivering results leaves little leeway to slow down and bring others along. They are not known for their warmth, patience, or understanding. They are generally out of tune with other people. Their weaknesses include: not picking up on other people s ideas and feedback, low self-awareness, and unwillingness to show some vulnerability by sharing their past mistakes. 3

4 Table 1 strengths and weaknesses Of the sixty-seven competencies studied, s scores deviated in the following ways: Higher than average Career Ambition ial Courage Lower than average Composure Interpersonal Savvy Patience Peer Relationships (a.k.a. Steady Eddie) 25% 15% Other Combination 30% 16% Individuals in this category combine smarts with people skills. Guided by ethics more than the desire to achieve results, s are likely to judge an idea s merit on the foundation of organizational principles, personal values, and fairness. They prove to be credible and trustworthy thought partners who have their own ideas but are able to pause and make time for other people s ideas. A steady Eddie delivers consistent results, but probably won t be the one to rally people behind a breakthrough idea. Their weaknesses reduce the punch of some of their strengths. They are smart but not strategic, deep experts but not innovative. Their knowledge and ability lends itself to steady, incremental contributions rather than bursts of breakthrough genius. They are strong in ethics and integrity, but can t always be counted on to speak up in difficult situations. They are good with people but lack an inspirational quality. They are able to be superb confidantes, but unable to pull off organization-wide change efforts. Table 2 strengths and weaknesses Of the sixty-seven competencies studied, s scores deviated in the following ways: Higher than average Composure Patience Lower than average Command Skills ial Courage Presentation Skills Creativity (for individual contributors) Strategic Agility (for executives) 4

5 (a.k.a. Wheeler and Dealer) These individuals are going to charm your socks off. They are smart, business-savvy people who confidently navigate political waters and effortlessly build relationships across all levels. Even in tense disagreements, individuals in this category can reach a settlement and maintain positive relationships. Warmth and good humor combine with their persuasiveness to enable them to inspire commitment and get things in motion. 25% 15% Other Combination 30% 16% Wheelers and dealers are perfect for closing the sale, but not the type to rely on in the execution phase. Planning, assigning resources, managing time, and setting up processes are weaknesses for s. Focusing on measuring progress and holding people accountable by delivering tough feedback is not a sweet spot for this leadership type. Poor managers, they are not effective at directing others or conducting coordinated efforts. rising (a.k.a. People Magnet) Table 3 strengths and weaknesses Of the sixty-seven competencies studied, s scores deviated in the following ways: Higher than average Career Ambition Interpersonal Savvy Negotiating Political Savvy Persentation Skills Lower than average Managing and Measuring Work Organizing Planning Process Management Time Management (a.k.a. People Magnet) Individuals in this category are exceptionally people oriented. Their interpersonal skills are what make them successful. Other people find them to be trustworthy and inspiring. Their focus on fairness, equal treatment, and inclusion contributes to their loyal following. Not only do people magnets build and lead teams well, they genuinely care about and support the people on their teams. These are leaders people often want to work for. With a propensity for taking action, they are not deterred when they encounter an obstacle in their path. 25% 15% Other Combination 30% 16% 5

6 On the other hand, they score lower in strategic skills and systems thinking, which might have helped them proactively avoid those obstacles. s are likely to milk what they ve got rather than exploring new fields. They are comfortable where they are and not likely to venture out. While people magnets are above average on many interpersonal skills, they are best in informal situations that do not require structured communication, influencing, or navigating politics. Tending to view the world in black and white, they may also appear somewhat ruffled when situations are less than clear cut. Table 4 strengths and weaknesses Of the sixty-seven competencies studied, s scores deviated in the following ways: Higher than average Caring About Direct Reports Compassion Building Effective Teams Lower than average Composure Presentation Skills Technical Learning Which leaders rise and how high? The prevalence of the four leadership types varied by responsibility level. Without implying that one type is more effective than another, it does appear that the percentage of s and s tends to go up at higher levels of leadership. s steadily increased from 23 percent of low level managers to 32 percent of high level leaders. s also increased in prevalence from 6 percent of low level managers to 12 percent of high level leaders. The percentage of s decreased from 8 percent of low level managers to 2 percent of high level leaders. s accounted for 18 percent of low level managers, dipped to 10 percent for middle level leaders, and crept up to 12 percent for high level leaders. This suggests that s are more sought after for higher level positions than s for example. 6

7 Figure 2 Prevalence of leadership types Without implying that any of the types are preferable, some types become more prevalent at upper-management levels, and others less so Low level Middle level High level Implications and applications One benefit to identifying the four primary leadership types is that individuals can compare themselves to the types to see what is reflected back. By reviewing the strengths and weaknesses, as well as the areas that are above or below average, individuals begin building self-awareness. For individuals who fit one of these four leadership types, it is also possible to recommend jobs that would be an ideal match for strengths, or development assignments that would push them to shore up weak areas. Take two job assignments that will continue to be in demand for the foreseeable future. Change manager. These managers lead organization-wide change efforts, whether it s upgrading to a new system, entering a new market, or integration efforts after an acquisition. A high visibility, high stakes position. Turnaround manager. Restabilizing the business after significant losses, snafus, or other problems requires a turnaround manager to produce results under tremendous pressure. 7

8 Table 5 Leadership types in two key jobs The change manager and turnaround manager roles would deploy strengths and shore up weakness differently, depending on the leadership type of the person assigned. Strengths to deploy Weaknesses to work on Change Standing Alone Drive for Results Interpersonal Savvy Compassion Understanding Others Patience Dealing with Paradox Turnaround Functional/Technical Skills Intellectual Horsepower ial Courage Energy and Drive Compassion Peer Relationahips Dealing with Paradox Change Turnaround Patience Functional/Technical Skills Intellectual Horsepower Fairness to Direct Reports Ethics and Values Integrity and Trust Innovation Management Command Skills Conflict Management Presentation Skills Managing Vision and Purpose Command Skills Conflict Management Confronting Direct Reports ial Courage Managing Vision and Purpose Change Turnaround Presentation Skills Interpersonal Savvy Intellectual Horsepower Political Savvy Comfort Around Higher Management Boss Relationships Priority Setting Organizing Informing Priority Setting Planning Directing Others Managing and Measuring Work Process Management Confronting Direct Reports Change Turnaround Compassion Action Oriented Perseverance Caring About Direct Reports Compassion Customer Focus Fairness to Direct Reports Building Effective Teams Ethics and Values Integrity and Trust Problem Solving Dealing with ambiguity Innovation Management Perspective Dealing with Paradox Intellectual Horsepower Dealing with Ambiguity Political Savvy Dealing with Paradox 8

9 Table 5 illustrates how each leadership type s strengths and weaknesses align to the change manager or turnaround manager demands. There are a couple of ways to consider it. One view is to find the best fit where there is tremendous match between strengths and skills required for success. Another approach is to find the job that would be the most developmental where there are numerous weak areas that would need work in order to be successful. Either way, once leaders have a sense of their leadership type, they are better able to make informed decisions about the next job they seek and the challenges that lie ahead. No one enjoys being typecast. At the same time, categories can help leaders make sense of patterns of behavior or qualities they possess. Leadership types provide a new angle from which to view strengths, make sense of tendencies, and generate ideas for rounding out skills. Discovering one s leadership type is not about being pigeon-holed; it s a tool for self-reflection and learning. Once aware of their type, leaders can overcome its potential limitations by making different choices, embracing the skills that work, and tinkering with the ones that don t. Awareness, commitment to personal development, and careful refinement are the prerequisites for leaders to break free from a common type and distinguish themselves as a cut above the rest. References Lombardo, Michael M. and Robert W. Eichinger The Leadership Machine, 10th anniversary edition. Minneapolis, MN: Korn/ Ferry International. Dave Ulrich, Norm Smallwood, and Kate Sweetman The Leadership Code: Five Rules to Lead By. Boston, MA: Harvard Business Press. 9

J. Evelyn Orr is an Intellectual Property Development Consultant with Korn/Ferry International. Guangrong Dai, Ph.D. is an Intellectual Property Research Scientist with Korn/Ferry International.

Since its founding in 2008, the institute has published scores of articles, studies and books that explore global best practices in organizational leadership and human capital

About Korn/Ferry International Korn/Ferry International (NYSE:KFY), with a presence throughout the Americas, Asia Pacific, Europe, the Middle East and Africa, is a premier global

10 J. Evelyn Orr is an Intellectual Property Development Consultant with Korn/Ferry International. Guangrong Dai, Ph.D. is an Intellectual Property Research Scientist with Korn/Ferry International. About The Korn/Ferry Institute The Korn/Ferry Institute generates forward-thinking research and viewpoints that illuminate how talent advances business strategy. Since its founding in 2008, the institute has published scores of articles, studies and books that explore global best practices in organizational leadership and human capital development. About Korn/Ferry International Korn/Ferry International (NYSE:KFY), with a presence throughout the Americas, Asia Pacific, Europe, the Middle East and Africa, is a premier global provider of talent management solutions. Based in Los Angeles, the firm delivers an array of solutions that help clients to attract, deploy, develop, and reward their talent. Visit for more information on the Korn/Ferry International family of companies, and for thought leadership, intellectual property and research The Korn/Ferry Institute

Report I: Competency Norms and Analysis

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