December 26, 2013
The eight archetypes are curious and relevant to assisting in the dynamic of leadership. In moving through to a new year it is a great time to perform strategic planning. The development and use of tools to identify types, constructs and frames of leadership are helpful to determining how decisions are motivated. Identifying “The Eight Archetypes of Leadership” within yourself and your organization can be monumental to change.
“As these influences play out over time, 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,” reports the Harvard Business Review. The eight archetypes were found to be most prominent are:
- The strategist: leadership as a game of chess. These people are good at dealing with developments in the organization’s environment. They provide vision, strategic direction and outside-the-box thinking to create new organizational forms and generate future growth.
- The change-catalyst: leadership as a turnaround activity. These executives love messy situations. They are masters at re-engineering and creating new organizational ‘‘blueprints.’’
- The transactor: leadership as deal making. These executives are great dealmakers. Skilled at identifying and tackling new opportunities, they thrive on negotiations.
- The builder: leadership as an entrepreneurial activity. These executives dream of creating something and have the talent and determination to make their dream come true.
- The innovator: leadership as creative idea generation. These people are focused on the new. They possess a great capacity to solve extremely difficult problems.
- The processor: leadership as an exercise in efficiency. These executives like organizations to be smoothly running, well-oiled machines. They are very effective at setting up the structures and systems needed to support an organization’s objectives.
- The coach: leadership as a form of people development. These executives know how to get the best out of people, thus creating high performance cultures.
- The communicator: leadership as stage management. These executives are great influencers, and have a considerable impact on their surroundings.
As I am going through strategic change of my organization and myself. The process cannot be done without changing both. The archetypes are relevant and lay center to how we see the world of decisions and strategy for success. People often discuss “trust”, it is better to know one’s EQ, Archetype or Self Interests to reveal their next steps or the power behind the decisions.
The archetypes are can aid in the identification of the building blocks that motivate success or self sabotage. It is understanding your archetypal leadership and the others you team, partner, serve and engage as stakeholders. The power of such identifiers is to be understand these constructs within your ecosystem. When one can have the prowess to engage with the varied forms of EQ or Archetypes then you begin the journey of mastery and success across platforms, situations and disciplines.
The hallmark is understanding that all people are leaders in their way. It is often class, economics and education become the distinguishing markers many determine are leaders. It is understanding that leadership is fluid and dynamic and shifts in time; therefore, leadership arises in all people in a time. When we can visit and see the EQ or Archetypes in people as fluid as the time and space they are in is when human capital is optimized for innovation, productivity, sustainability and communication.