Management Drives distinguishes between six leadership styles


The Inspirator first attempts to clarify a situation for himself and then considers its significance for the future. “How exactly does it all fit together?”

An Inspirator differs from a visionary or philosopher-recluse in that he is able to convey his inspiration, to genuinely connect with those around him (Green), to see possible applications (Orange), to make choices (Red), to work out ideas clearly (Blue) and to fall in line with what the culture demands (Purple).

A manager who behaves like an Inspirer:

Manages by outlining a vision and concepts. Sees matters in a broad perspective and considers the long term. Makes rational decisions and, ultimately, on his own. Is tolerant about how things are done.

Strengths: visionary and gives free rein
Weaknesses: theoretical, little attention for day-to-day problems, does not give clear instructions

Steve Jobs

Friend and Group Leader

The Friend is well in touch with his own feelings and pays attention to the feelings of others. He is not indifferent to the problems of others and wants everyone to be happy. This is something he actively works on. The Friend as a leader is characterised by the fact that he does not carry the weight of the world on his own shoulders and complain, but is able to shed light on matters from another perspective (Yellow), to help find solutions (Orange), to leave responsibility with the other person but help introduce structure (Blue), does not take decisions for others, but is up front (Red), and radiates confidence in others (Purple).

A manager who behaves as a Group Leader:

Has much feeling for relationships and individual emotions. Manages through a personal network. Aspires for harmony in the group. Takes decisions after consulting others.

Strengths: creates mutal bonds and an open atmosphere, pays attention to weaker employees
Weaknesses: difficulty with authoritative decision-making, maintains the same pace as the slowest individual, tends towards lengthy discussions with the group

Foppe de Haan


The Entrepreneur wants to move ahead, achieve results, accomplish goals, take on major and even greater challenges. Growth and improvement. As a leader, the Entrepreneur is not only focused on his own development and applause, but also works based on a clear vision (Yellow), involves others and takes good care of those around him (Green), has an eye not only for movement but for stability (Blue), occasionally firmly decides against doing something (Red), and respects traditions (Purple).

A manager who behaves as an Entrepreneur:

Has a clear focus on goals and all that matters is the result. Wants to stand out. Believes that will is more important than ability. Decision-making method depends on the situation.

Strengths: driven, highly result-oriented
Weaknesses: difficulty with rules and sharing success, little consideration for weaker employees

Richard Branson


The Organiser wants to create order and security, to structure and organise matters neatly. The Organiser as leader is characterised by the fact that he does not bureaucratise and is not against innovation, but actually considers the latter to be essential (Yellow) to create new stability, involves others and considers their feelings (Green), sees opportunities to make things more efficient (Orange), only makes rules that he wants to enforce (Red), and has respect for unwritten rules (Purple).

A manager who behaves as an Organiser:

Creates order and certainty. Asks for allegiance and gives the good example. Makes decisions according to fixed procedures. Manages on the HOW and is focused on time lines.

Strengths: reliable and predictable, manages well using steps in the process, thoroughness and stability.
Weaknesses: not very entrepreneurial or flexible, can come across as being formal, not focused on the long term

Anders Moberg

Power-Oriented Leader

The Power-Oriented Leader uses power, instinct and his gut feeling. He acts directly and does what he feels is necessary. The Power-Oriented Leader differs from the a boor in that he remains in contact with others (Green), continuously evaluates and learns (Yellow), remains practical and is aware that some matters resolve themselves (Orange), is interested in stability and needs others to be structured (Blue), and shows respect for traditions and veterans (Purple).

A manager who behaves as a Power-Oriented Leader:

Leads the way in battle. Uses power and is keenly focused on his own domain. Keeps a significant power distance. Will protect his inner circle, but also leaves employees in the dark. Makes decisions independently.

Strengths: speed, determination, decisiveness, direct communication.
Weaknesses: suspicious, alienates people, can react impulsively, making him somewhat unpredictable.

Winston Churchill


The Guide knows all the ins and outs of his immediate surroundings. He is a walking encyclopaedia for many and is also willing to share his knowledge with others, provided they do not act intimidating and stick to the customs. He works from a place of balance and the existing situation. The Guide differs from a mummy in that he focuses on goals and progress (Orange), deals with responsibility based on structures (Blue), indicates clear boundaries and does not flee (Red), and is well aware of which new matters are of genuine importance (Yellow).

A manager who behaves as a Guide:

Is viewed by subordinates as the highest authority. Considers it his responsibility to maintain traditions and the honour of the organisation.

Strengths: creates significant commitment
Weaknesses: little self-criticism, causes ‘group think’

Albert Heijn