motivational analysis of organizations

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are self-confident and personally involved, and they demand complete loyalty
from others.
3. Builder: A developer of structures required for successful organizational growth.
Builders increase the efficiency of the Barbarian’s early efforts. They focus on
expansion, quantity, quality, and diversification, and they initiate the shift from
command to collaboration.
4. Explorer: A developer of skills required for successful organizational growth.
Explorers increase the efficiency of the Barbarian’s early efforts. They focus on
expansion, quantity, quality, diversification, and competition.
5. Synergist: A leader who helps the organization successfully balance expansion
and the structures required to sustain that growth.
6. Administrator: An integrator of systems and structures to help organizations
successfully shift their focus from expansion to safe and routine operation. The
Administrator stresses perfecting financial and management practices but does
not become involved with production operations.
7. Bureaucrat: An imposer of tight controls. Unlike the Prophet, the Bureaucrat has
no interest in creativity; and unlike the Barbarian, no interest in growth. To
improve performance the Bureaucrat relies on strategic planning, cost cutting,
and acquiring (not inventing) new products or services.
8. Aristocrat: An alienated inheritor of others’ results. Aristocrats do no work and
produce only organizational disintegration. They also tend to be autocratic. They
communicate poorly, tolerate warfare among internal fiefdoms, seek to acquire
symbols of power, and avoid making decisions.
Reliability and Validity
The Strategic Leadership Styles Instrument is designed to be used as an action-research
tool rather than as a rigorous data-gathering instrument. Applied in this manner, the
instrument has demonstrated a high level of face validity when administered to groups
ranging from executive managers to nonmanagement personnel.
Administration
The following suggestions will be helpful to the facilitator who administers the
instrument:
1. Before respondents complete the instrument, discuss briefly the concept of
organizational life cycles. Miller (1989) describes a process whereby all living
things, including organizations, move through a series of developmental cycles.
These cycles begin with vitality and growth but can end with decay and
disintegration. Miller’s model also describes the challenges confronted by
leaders as their organizations pass through these cycles. Miller contends that by
The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer