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. When asked, 'What is the dominant type of management style in your organisation?', the most common replies were 'authoritarian' or autocratic (21%) and 'bureaucratic' (16%). Below are external web links provided by Chartered Management Institute in relation to their business activities.
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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 dona€™t work immediately and too quick to find an alternative. A survey carried out by CMI showed that managers frequently use unsuitable or inappropriate styles for the task at hand. Far fewer of those surveyed identified positive features of management such as 'innovative' (7%), 'trusting' (9%), and 'empowering' (7%). 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.

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. And Stabilizers can apply systems and processes too rigidly,A insisting on a policy for every situation and paralyzing the organization.

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