Torbert’s team studied leaders who fall into specific categories (of course, this sample cannot be considered representative, although the figures still give an idea of what corporate America looks like today (in 2020)):
Opportunist (red), 5% – a classic egocentric, authoritarian leader. A problem for the organisation.
Diplomat (blue), 12% – a conformist who cares about the status quo, avoids conflict and any change, and often resembles Chekhov’s typical ‘People on a Case’. Suitable as a lower-level manager in established processes, as they are capable of looking after their people but are unable to provide critical feedback.
Expert (blue-orange), 38% – a self-assured, rational professional. Despite being common, a weak manager, unsuitable for leadership roles. A consequence of the misguided policy of ‘let’s take the best specialist and make them a manager’. Always knows the ‘right answers to all questions’, so can be arrogant and conceited, which prevents them from listening to others and making effective decisions.
Successful (orange), 30% – the best manager for achieving current goals.
Individualist (orange-green and green), 10% – a good manager for venture projects, rethinking and transforming organisations. An ‘individualist’ in this context is someone who recognises the relativity of truths and views, and therefore has no authorities to rely on.
Strategist (green-yellow), 4% – a true transformational leader, capable of encouraging everyone to speak up and listening to each person, then integrating everything and creating a shared vision for representatives of all paradigms.
Alchemist (yellow), 1% – a transformational leader at the societal level.