Most evolutionary psychologists believe that there are seven types of “action logic” that leaders emerge and master, differentiating leaders not by their personality, management technique, style, or philosophies as they progress in their careers. Instead, by their functional logic, how they interpret their surroundings, challenges, and react when their power or safety and potential are called into question. Leaders who make an effort to understand their action logic can improve their ability to lead. Nevertheless, it is essential first to understand the different leadership styles. These logics are as follows:
Opportunistic leaders are focused on personal gains, are self-centered, and have a tendency to see others as opportunities and objects. They prefer their victories over others at any cost. The strength of opportunistic leaders is following up on issues and creating a perception of control; however, their weakness is that they reject any feedback and blame from the outside world and retaliate strongly. As a consequence, these will have few followers in their way.
The Diplomats usually serve the group and try to captivate high-ranking colleagues while avoiding conflict. They control their manners and show a more lasting influence and acceptance of cooperating with the group. The strength of these leaders is that they exemplary keep people together and pay attention to others. However, their weakness is that they avoid conflict, favor being supportive, and find it virtually challenging to give negative feedback to others, which makes it difficult to make complex decisions.
Expert leaders form the most significant percentage of the leadership logic in organizations and usually try to raise their knowledge and the ongoing pursuit of development. These people lead with logic and expertise to attract devotion. They are pleasingly individual helpers, but their disadvantage is that they often have little emotional intelligence and do not believe in teamwork or sensitive understandings.
Expert leaders are pleasingly individual helpers, but their disadvantage is that they often have little emotional intelligence.
The Go-getter usually completes strategic goals, encourages teamwork, coordinates organizational tasks, and responds to market-driven objectives. They strive for success and create a positive atmosphere among challenges. They do not usually behave unconventionally but have a more integrated understanding of the surrounding circumstances. They are more open to feedback and know that disagreements are differences in people’s interpretations. They can lead the team for an extended period and balance the goals while giving people more responsibility.
Individualist leaders act in unconventional ways and completely ignore rules that they think are irrelevant. This behavior dramatically annoys co-workers and bosses. Nevertheless, they usually master communication with colleagues who have different action logics and are suitable for investment, taking risks, and consulting roles. Although ignoring the organization’s core processes is usually perceived as its weakness.
Individualist leaders usually master communication with colleagues who have different action logics and are suitable for investment, taking risks, and consulting roles. Although ignoring the organization’s core processes is usually perceived as its weakness.
Strategists typically form 4% of the leaders in the world. They usually comprehend boundaries but attempt to change critiques towards evolution. They act better in the face of potential contrasts and deal with conflict with a more relaxed approach. They are agents of effective change within the organization and can act as transformative power beyond self-interest in the short/long term.
Alchemist leaders are competent to set out significant social changes and reinvent organizations in a historically significant way to create change on a community scale, a perfect example for someone like Nelson Mandela. These leaders are usually charismatic with high moral standards and can deal with immediate issues and decisions, yet never lose sight of long-term objectives. They use their extraordinary capacities and seek goals simultaneously on numerous levels. Just one percent of the world’s leaders are an alchemist.
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