Essays on Analyzer and Director Types of Leaders Essay

Download full paperFile format: .doc, available for editing

The paper “ Analyzer and Director Types of Leaders” is an apposite variant of essays on management. Leadership can be defined by different viewpoints. It can simply be defined as the ability by a leader to use clout, power, influence and genuine authority to enable them to successfully change establishments through harnessing its human potential for the accomplishments of objectives. Dubrin (2008:334) defines leadership as the process of guiding and motivating others toward the achievement of organizational goals or the ability to inspire both support and confidence within a group of persons needed to achieve goals of an organization.

It is a fundamental aspect of management alongside planning, organizing and controlling. Leadership is also defined as impacting cooperation with the objective of achieving the desired set of goals in an environment where leaders influence followers in such a way that they voluntarily achieve business goals. (Taleghani, Salmani & Taatian, 2010:108). Kano (2012:2) suggests leadership as the means of stimulating the actions of others so as to accomplish objectives in any situation. Leadership can also imply the means of societal stimulus whereby an individual calls on other’ s hands and aid for the purposes of achieving common goals.

The concept of leadership can be examined through the mirror of its styles, especially as regards business and more so, entrepreneurs. According to Darling & Leffel (2010), scholars broadly agree on two shared aspects of individual behavior. These are responsiveness and assertiveness which focus on how a person reacts to situations. Individual interactive differences have interested humans over time and scientists have examined different personal styles and modeled interactive differences with a numerous mix of personalities. Human observation and feedback enables the identification of shared leadership styles in individuals (Gabrielson, Darling & Seristo, 2008:238-239).

The model that has been predominantly utilized over time concentrates its efforts in four different styles namely: “ Analyzer, Director, Creator, and Connector” . An individual’ s shared style is inherent, unique and influenced by various factors. Analyzers are individuals who are logical; Directors are pragmatic and focused but stubborn; Creators are innovative like to take risks and opportunities while Connectors are motivating and cooperative individuals. Considering the above statement, it is confident to say that a diverse combination of factors is bound to make a leader either effective or ineffective and that difference lies in the ability of a business leader or entrepreneur to precisely and expertly create a balance of their leadership styles.

This entails thinking, interacting, communicating and adjusting to their teams and being able to grow mutually supportive and beneficial sharing that promotes team effort (Darling & Leffel, 2010:358-359). When teamwork is incorporated into leadership, multiple roles are played by various team members at different times with a lot of individual effort contribution. (Harris, P.

& Harris, K., 1996:27). Therefore, individual flexibility makes all the difference between success and failure for the team leader. Nonetheless, it is only prudent to carefully examine different characteristics of leadership styles considering none of them exhibit exclusive characteristics but a hybrid before doing any comparisons or drawing contrasts. The basis for leadership styles depends on groupings of diverse actions that individuals portray in interactive environments. Assertiveness and responsiveness are the benchmarks for determining if a leader is an Analyzer, Creator, Connector or Director. Therefore, persons who are less assertive and less responsive are considered to be an Analyzer leader.

These are leaders who prefer deliberately systematic and precise methods for their responsibilities. They are therefore more likely to collect and carefully study data before taking action. They are also objective, industrious and organized. Such leaders end up in careers that value these traits and these include accounting, law and engineering and finance (Darling & Leffel, 2010: 359). Helmut Panke, of the BMW brand, is an example of such a leader. Panke as head of control and planning, turned around company fortunes in the nineties as he insisted on perfecting the car brand and eventually BMW overtook Mercedes as a luxury brand (Karlgaard, 2013).


Cass, A., Shaw, B. F. & LeBlanc S. (2008). The Bullish Thinking Guide for Managers: How to Save Your Advisors and Grow Your Bottom Line. New Jersey: John Wiley & Sons,

Chen, Y. (2011). Infiltration of the Multicultural Awareness: Multinational Enterprise Strategy Management. International Journal of Business Management, 6(2):72- 76.

Darling & Leffel. (2010). Developing the Leadership Team in an Entrepreneurial Venture: A Case Focusing on the Importance of Styles. Journal of Small Business and Entrepreneurship, 23(3):355-371.

Darling, J. R. & Walker, W. E. (2001). Effective conflict management: use of the behavioral style model. Leadership & Organization Development Journal, 22(5): 230- 242.

Dubrin, A. J. (2008). Essentials of management. (Ed 8).New York: Cengage Learning.

Gabrielsson, M., Darling, J. & Seristo H. (2008) Transformational team-building across cultural boundaries: A case focusing on the key paradigm of leadership styles. Team Performance Management, 15 (5/6): 235-256.

Gallo, C. (2012 October 22). Richard Branson: If It Can’t fit On the Back Of an Envelope, It’s Rubbish (An Interview). Retrieved from

Harris, P.R. & Harris, K. G. (1996). Managing effectively through teams. Team Performance Management: An international journal, 2(3):23-36.

Kano, E. (2012). Leadership Styles and School Performance. Munich: GRIN Verlag.

Karlgaard, R. (2013). Innovation Rules.18th April 2013 Retrieved from

Klepper, W. M. (2010). CEO's Boss: Tough Love in the Boardroom. New York: Columbia University Press.

Kolditz, C. T. (2009 February 6). Why the Military produces Great Leaders. 18th April 2013 Retrieved from

Lanette, A. (2012 September 8). Nurse Leadership versus Management. 2013 April 18 Retrieved from

Sheard, A. G. & Kakabadse, A.P. (2007). A role-based perspective on leadership decision making. Journal of Management Development, 26(6):520-622.

Taleghani, G., Salmani, D. & Taatian, A. (2010). Survey of leadership styles in different cultures. Iranian Journal of Management Studies (IJMS), 3(3): 91- 111.

Download full paperFile format: .doc, available for editing
Contact Us