In management and leadership, various personality types are crucial for organizational success. One such personality type is the Dominant, or 'D' personality. Proponents of this personality type argue that it contributes positively to a company's growth and success. However, recent research and empirical evidence have demonstrated that the D personality is not the most effective choice for management positions.
Why the D Personality Does Not Make a Good Manager
The D personality, characterized by assertiveness, decisiveness, and a strong drive for results, is a perfect fit for management roles. However, these traits can also lead to negative consequences in the workplace. For example, D personalities often prioritize results over relationships, leading to a lack of empathy and understanding toward their team members. This can result in high staff turnover, low morale, and decreased productivity. Additionally, D personalities are known for their impatience and lack of tolerance for ambiguity, which can hamper innovation and stifle creativity in the workplace.
The Misconception Behind the D Personality as an Effective Manager
The idea that the D personality makes an effective manager can be traced back to the work of psychologists William M. Marston and John G. Geier, who developed the DiSC personality assessment in the 1920s and 1960s, respectively. However, the DiSC assessment was not designed to determine the best personality type for management positions. Instead, it was meant to help people better understand their own and other's behavior and communication styles. The misconception that D personalities are ideal managers likely stems from the belief that strong, assertive leaders are always the most effective, which is not necessarily the case.
How Other Personality Types Increase Revenue More Effectively
Other personality types, such as the Supportive (S), Influential (I), and Conscientious (C), are more effective in increasing revenue and promoting overall success. For instance, S personalities excel at building strong relationships with team members, fostering a positive work environment, and promoting collaboration. I personalities are skilled at motivating and inspiring others, while C personalities contribute to a company's success by ensuring attention to detail, precision, and adherence to standards. Research has shown that organizations with diverse and balanced leadership teams of various personality types outperform those with a single dominant personality type.
Five Examples of Failed Type D Personality Managers
Travis Kalanick, former CEO of Uber: Kalanick's aggressive and ambitious approach to building Uber made him a classic example of a D personality. However, his leadership style led to a toxic work environment, multiple scandals, and ultimately his resignation in 2017 under pressure from investors.
Carly Fiorina, former CEO of Hewlett-Packard (HP): Fiorina's tenure as CEO was marked by her assertive and dominant personality. She led the controversial acquisition of Compaq, which many argue weakened the company. Fiorina was eventually ousted from HP in 2005 after a period of declining stock prices and significant layoffs.
John Sculley, former CEO of Apple: Sculley's top-down, autocratic management style, typical of a D personality, led to clashes with Apple's co-founder, Steve Jobs. After Sculley forced Jobs out of the company, Apple struggled with a lack of innovation, and Sculley was eventually ousted in 1993.
Elizabeth Holmes, former CEO of Theranos: Holmes displayed many D personality traits, such as assertiveness and a drive for success. However, the aggressive pursuit of her vision and a lack of transparency ultimately led to her company's downfall amidst allegations of fraud and regulatory issues.
Edward Lampert, former CEO of Sears Holdings: Lampert, known for his forceful and controlling management style, oversaw the merger of Sears and Kmart. His focus on short-term cost-cutting measures and lack of investment in the company's long-term future led to the decline and eventual bankruptcy of Sears Holdings.
These examples demonstrate that while D personality traits can contribute to initial success, they may only sometimes lead to effective management and can even contribute to leaders' failure in certain situations.
In conclusion, while the D personality may seem attractive to management, its characteristics can lead to less effective leadership, ultimately impacting the organization's bottom line. By embracing diverse personality types within leadership teams, companies can unlock their true potential and drive greater success.
It is important to challenge the myth of the D personality as the ideal manager and consider the benefits other personality types can bring. By doing so, organizations can foster more effective leadership, increase revenue and create a healthier work environment.
References: "The Five Dysfunctions of a Team: A Leadership Fable" by Patrick Lencioni (2002), "Emotional Intelligence: Why It Can Matter More Than IQ" by Daniel Goleman (1995), "Quiet: The Power of Introverts in a World That Can't Stop Talking" by Susan Cain (2012)
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