Maximizers, like Activators, want to get things done, but they also want to preserve the good that exists within an organization.
Any one of these leadership styles left on their own without compensating forces will unravel. Last week I wrote a few posts about different leadership styles identified by Kurt Lewin in his research. Likewise, you can’t expect an authoritative leader to be effective where a lot of delegation is required. The number of different permutations and combinations of environments, subordinates and leaders is fairly large. Following the flow of the cycle, the learning style in upper right quadrant Kolb labelled the diverger. The converger in the lower left quadrant has the learning style that prefers to apply rules and to test them.
Most definitions of the entrepreneur also stress the ability to organise and combine as the key distinguishing features.
Complete the Management styles questionnaire, noting your score on each of the five styles. Like all tests of this kind, do not look for 100 per cent accuracy or a picture of yourself that is set in stone. Taking your scores on Activity 7 and your own reflections into account, where would you place yourself on the leadership grid?


Considering the needs of the firm that will launch your entrepreneurial idea, where do you feel you should be on the grid?
Entrepreneurs may well be able to identify crucial skills and tasks more accurately than other small business managers. This should help you identify both your own capacity for team working as well as areas in which you need to develop or delegate. Every leader has their own unique voice and their own individual approach to people and projects.
Not because it makes us feel all warm and fuzzy inside (In fact, the very best teams have few warm fuzzies). They get things done and really don’t care whose idea it is (or who gets the credit for that idea). They know that too much change can be disruptive and bring a natural diplomacy to the situations they are in. Developers can be impatient when solutions don’t work immediately and too quick to find an alternative.
In the posts I reiterated the claim that there is no one right style of leadership, just different styles that work for different types of people depending on the environment they are in.
If you ignored those posts and now want to know what each style means, just go back a few posts and look them up. The diverger is able to see concrete experience from different perspectives and to pull different meanings from experience.


In the lower right quadrant, the assimilator is attracted to creating models and concepts, an approach that would be a strength in consultancies and marketing firms. It also means bringing others into your inner circle who have a very different style than yours, trusting them and listening to them to compensate for your weaknesses. Activators can push oneself and others too hard for results and burn everyone out, including themselves. I was criticized for not explaining what style works for what type of employee in what type of environment. Developers also enjoy creative ideas, but their drive is to take action on those ideas, so their list of things on the blank piece of paper is shorter than the Innovator’s. Maximizers can fail to take action on critical initiatives if the decision is perceived as unpopular.
Then recruit other leaders who are very different from you, listen to them deeply and trust them completely.
You can’t expect someone who is naturally a delegate leader to thrive in an environment that needs someone authoritative. And Stabilizers can apply systems and processes too rigidly, insisting on a policy for every situation and paralyzing the organization.



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