4 Types of Leaders

·         Strategic Leaders  are those who “see the big picture and envision outcomes. . . .  They intuitively know what the results should be, even though they are not experts in getting there. ” (Whitesel, p. 32)  These leaders are usually the first to know when change is needed.  Dr. John Conley, a mentor of mine, repeatedly told me that leaders see steps 1 and 5 but usually don’t have the ability to see steps two three and four, or at least not very well.  In other words, they know how to rally support and resources, how to cast the vision and steer the ship, but don’t really know how to set the sails or provision the ship.  The strategic leader knows that change is inevitable and seeks to guide the process in an optimum direction.

·         Tactical Leaders are those who “can organize, plan, budget, recruit volunteers, and evaluate progress of change.” They can take the strategic vision and pull together the pieces to make it happen.  (Whitesel, p. 20)  “Tactical leaders know how to bring the long term projects down into easy, doable steps. (Whitesel, p. 36).  They are not primarily those who do the task, focusing more on delegation, but can do if necessary.  The tactical leader is the 2, 3 and 4 leader who upon receipt of a vision immediately begins thinking about how to make it happen.  This leader just needs the target and can figure out just what is needed to make it happen.  The tactical leader is comfortable with change and may even crave it.

·         Process Leaders are those who have the ability to refine the processes of an organization, making them more effective.  Their gift is to see the connections between what needs to be done and how it can be done better.  “Better” is their mantra.  Process leaders are most often effective maintenance leaders.  They may understand the necessity of change but prefer small incremental changes.  They work easily within the boundaries of the status quo.  Process leaders resist significant change although they are comfortable with the minor changes necessary to make the status quo "better."  

Note:  Tactical and Process Leaders have nearly the same skill set, except one embraces and even craves change, while the other resists and may even block change.  Both have their place.

·         Operational Leaders are highly relational.  “They foster teamwork, interdependence, improvisation, creativity, and unity toward a goal.” (Whatesel, p. 38)  They work best with the precise planning provided by the Tactical Leader.  “If the Operational Leader does not have the go-between of a tactical leader…the strategic leader’s vision may be too imprecise to motivate the operational leader.” (Whitesel, p. 39).  If an operational leader doesn’t have a plan pretty clearly laid out, they will either stumble forward with limited effectiveness or, more likely, come to a halt.  Without a tactical leader they can become frustrated with the strategic leader and vis-a-versa. As long as the Operational Leader has a competent Tactical Leader to work with, they can function well with change, if not the whole ship can grind to a halt.

It is important to keep in mind that while it is possible to change your leadership style, most people are unable to modify their leadership type.  The key point here is to be aware of who you are and to draw around you the other leadership types so that you can accomplish your goals.  Most leaders think they are Strategic Leaders, when in actuality they aren't.  There are relatively few true Strategic Leaders and even then their gifts go to waste if they don't find and join with a Tactical Leader.

Regardless of the leadership type, strategic planning cannot be the work of the leader alone.  For a strategic plan to have a chance of success, others from the congregation must be involved, and not just anyone, but especially those who are influencers.

Resource:   Change Reaction by Bob Whitesel, with personal additions