Steve Jobs & I: Leadership Archetypes
The psycho-dynamic approach has a history that is deeply rooted in unraveling the unconscious mind. What I admire about this controversial approach is that is takes into consideration that complexities and uniqueness of different people. When bringing that into to the leadership realm, it’s interesting to think about different personality traits making up different leadership styles and how we got that way. Everyone is unique in how they perform as a leader. I wholeheartedly believe that in order to be a truly effective leader you must know yourself.
Professor and author, Peter F. Drucker (2001), is also a strong advocate for the importance of understanding yourself, your strengths, how you work, and your values, to succeed. I enjoy Peter Drucker’s work and just finished his book titled “Management Challenges for the 21st Century”. I mentioned the book because it emphasizes feedback analysis which is another method for understanding how you perform best and essentially your’ leadership style. The eight archetypes of leadership (from the Leadership Archetype Questionnaire (LAQ)) also stood out to me as being an effective tool to understanding your leadership style. After reading both from Northouse’s (2016) chapters and Drucker’s (2001) chapters in the same time frame, my mind began to relate the two.
The LAQ takes into consideration the psycho-dynamic processes that occur within individuals and the concept of inner theater (Northouse, 2016). Each one of these defined eight archetypes represents different personality traits that make up differing leadership styles. When someone knows there leadership style they can be more efficient and make better use of their weaknesses and strengths. The eight archetypes of leadership include: strategist, change catalyst, transactor, builder, innovator, processor, coach, and communicator (Northouse, 2016).
I completed the abridged version of the LAQ located on page 318 in “Leadership: Theory and Practice” by Northouse (2016). I completed the required quick self-assessment and compiled the 360 feedback from five close friends and family members. I personally fit most with the archetype “The Coach”. I am empathetic, positive minded, a good listener, and have high emotional intelligence. Those are my upsides. I do however tend to always be put into the role of the empathetic leader who motivates the team (for example fellow waitresses).
I have always been great at delegating work, such as waitress sections based on ability, to other people in a way that comes across respectful. However, I personally don’t have the rigidness and strong backbone which is sometimes needed from a leader. I don’t do well with handing out constructive criticism to others and tend to be too nice. These are all listed as being possible downsides to being “The Coach”. I have always somehow been placed as a group leader, motivator, and the person who delegates in my waitress positions. Being “The Coach” has proved to be a positive asset for myself personally.
However, being “The Coach” would not have been as effective of a leadership style for someone like Steve Jobs. Steve Jobs would have been considered as more “The Innovator” than “The Coach”. Jobs had an innovative mindset and truly did change the world with his ideas and passion. However, he didn’t conform to organizational norms and was perceived as different. According to Northouse (2016) not conforming to organizational norms is a downside of being “The Innovator”. Steve Job’s team at apple most likely had multiple other people from different leadership styles to compliment his.
Without understanding Steve Job’s leadership style and adding team members accordingly (to compliment it), Job’s may not have been as successful as he was. It’s important to play your strengths and know your weaknesses. The psycho-dynamic approach gives us the backbone to understanding how our relationship themes and early childhood experiences develop over time as a result of our deepest wishes, needs and goals (Northouse, 2016). These relationship themes contribute to our personality. Knowing your own and your subordinates personality or in this case leadership style as a result, allows us to understand and build better and more effective teams.
References:
Drucker, P. F. (2001). Management Challenges for the 21st Century. Harper Business. ISBN: 0887309992
Northouse, P.G. (2016). Leadership: Theory and Practice. Los Angeles: Sage Publications. ISBN:9781483317533