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Leaders rely on a portfolio of approaches, ranging from serving no one to serving society. Knowing the strengths and pitfalls of each mindset-and which ones you rely on most heavily-can help you create better teams and have a greater impact.
ONE OF THE MOST REVEALING questions leaders can ask themselves is "Whom do I serve?" Their answers to that question say more about their style of leadership and field of influence than their personality traits or emotional intelligence does. And if they make that choice thoughtfully, it snaps their efforts into focus, helping them put together better teams, avoid disasters, and create lasting impact within the organization and beyond.
In recent years, we have interviewed leaders from more than 80 organizations in a variety of industries. (See "About the Research," p. 78.) Based on those conversations and drawing from research in both cognitive leadership1-2 and developmental psychology,3 we have identified six leadership mindsets: We call them the Sociopath, the Egoist, the Chameleon, the Dynamo, the Builder, and the Transcender. Each one represents a set of assumptions and beliefs about the nature and purpose of leadership - and about how best to wield it.
In our experience studying and working with leaders, we've found that they rarely possess a single mindset. Instead, they have a portfolio of mindsets, and each one - as well as the overall mix, which varies from person to person - influences a leader's decisions and behaviors and can thus alter the direction, focus, and performance of the organization. (See "Sample Profiles for Two Senior Executives," p. 79.) This article examines each mindset in turn and provides some guidance on how people can better understand and make the most of their own portfolios.
Serving No One: The Sociopath
The most limiting and dangerous mindset - the Sociopath - can be found in individuals who exhibit a reckless disregard for anyone besides themselves. Though we aren't using this term in a pathological sense or trying to diagnose anyone, we've observed that leaders with a large dose of this mindset display certain traits commonly associated with antisocial personality disorder, such as lack of empathy and obliviousness to the emotional and physical pain of others. They are also typically charming and highly effective at...