Page 227 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success
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202    What Type of Leader Are You?




        processes—which they often do in a collaborative manner—they
        support the team in producing quality products and services.
           Because they enjoy risk but don’t like surprises, Six leaders
        develop strong team cultures that embrace and respond to big
        challenges and simultaneously emphasize honesty and responsi-
        bility. Sixes provide guidance and support to team members who
        do their jobs well, are loyal to the team, and raise issues before
        they become problems. At the same time, Sixes are wary of team
        members who have known of a problem and failed to bring it to
        the leader’s attention, or who act as though they are solo players
        rather than members of a team.
           Here is how Matthew, a team member, described Karl, a suc-
        cessful Six leader, to members of a new team during a meeting:

           “I’ve worked under Karl’s leadership on several other teams,
           and I will tell you this: don’t make the mistake of taking Karl’s
           low-key leadership style for a lack of strength or decisive-
           ness. He knows exactly what he wants from us, but he also
           values our ideas and teamwork in setting the team’s direc-
           tion. He will, however, make decisions when he should or
           when we can’t, and he makes them fast when he needs to.”


           Six leaders may also demonstrate ambivalence about being in a
        leadership role. While they want to set the direction for the team
        and make sure that members are well supported, they may not feel
        completely comfortable with the authority and power that go with
        the leadership role. Almost all Sixes focus on the motivation and
        behavior of those in authority, hoping that those in authority will
        use their power fairly and effectively, yet being simultaneously con-
        cerned that these individuals will not act equitably or construc-
        tively. When Sixes become leaders themselves, they are earnest
        about wanting to do the best possible job, but they may also have
        doubts about their ability to meet this complex challenge.
           Sixes truly appreciate the power of positive teams, but are aware
        that team dynamics can be complicated and volatile. For this rea-
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