Take an impersonal passive outlook.

Goals arise out of necessities and not desires.

Take a personal active outlook.

Shape rather than respond to ideas;

Alter moods, evoke images and expectations.

Set company direction.

Change how people think about what’s desirable and possible.

Negotiate and coerce. Balance opposing views.

Design compromises Limit Choices.

Avoid Risk.

Develop Fresh Approaches to the Problems.

Increase options. Turn ideas into exciting images.

Seek risk when opportunities appear promising.

Prefer working with people but maintain minimal emotional involvement. 

Lack empathy.

Focus on process, e.g., how decisions are made rather than what decisions to make.

Communicate by sending ambiguous signals. 

Subordinates perceive them as inscrutable, detached manipulative.

Organisation accumulates bureaucracy and political intrigue.

Attracted to ideas. Relate to others intuitively, directly, empathetically.

Focus on substance of events and decisions, including their meaning for participants.

Subordinates describe them with emotionally rich adjectives, e.g., “love”, “hate”. Relations appear turbulent, disorganised, and intense. 

Yet motivation intensifies, and unanticipated outcomes proliferate

Comes from perpetuating and strengthening existing institutions.

Feels part of the organisation.

Comes from Struggles to profoundly alter human and economic relationships.

Feel separate from the organisation.