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The Type III Leader
by Senyo Adjibolosoo

As is clear from the foregoing presentations, a third type of leadership, Type III leaders, emerges. Type III leaders are hybrids of Type I and Type II. As hybrids of the Type I and Type II leaders, their character mimics certain qualities of the two primary types of leadership.

The Hybridization of the Type III leadership results from the fact that certain men and women are aware of the existence of principles and are usually inclined to live according to these principles but only when favorable to their personal cause. In public life they do everything to satisfy their constituencies who placed them in leadership.

As a cross between the Type I and Type II leaders, their leadership style exhibits a double standard and their operation ethos is a mixture of separate strands drawn from Type I and Type II leaders.

In certain cases some Type III leaders are not necessarily evil all of the time. Instead, they do their best to cover up their personal moral failures. They also fight to protect their actions and leadership positions. They will lie when they are convinced that it is the right thing to do to secure authority and power. However, when they perceive that they are stuck between a rock and a hard place, they seek reprieve by publicly acknowledging some aspects of their wrongdoing.

They do so as a means of playing on people's emotions and sentiments in order to receive approbation and forgiveness. Excellent examples of this type of leadership can be found among the leaders of nations, businesses, and social institutions. The reader should prepare a list of Type III leaders for an exercise.

Though Type III leaders may accomplish their objectives, they are controversial characters in regard to moral and ethical issues and very prone to engaging in behavior that is not in line with principles. In most cases they take delight and comfort in their ability to fight back by providing explanations for any wrongdoing they have secretly engaged in.

In cases where they lack plausible explanations, they rally their friends to help them fight a battle to deny any accusations of lack of integrity they may have. Because of a team of expert legal advisors they are able to assemble they emerge victorious by discounting the scandals for which they have been accused. They take pleasure in lying to win and be absolved.

Such leaders are excellent liars when it comes to using deceptive stories and personal social, political, and economic accomplishments as means to cover their wrongdoings. In circumstances where they pursue lies and denials, they do everything to present the part that mimics the dictates of principles.

Though they take delight in engaging in behavior that is not in accordance with principles to which they subscribe, they more often than not return to their Type II leadership characteristics to engage in follies they claim to have rejected. They seem to be extremely wise in their personal wit and charm. They possess an excessively fanciful and favorable opinion of themselves. Often their pleasant personality paves the way for them to deceive and mislead many. As they present their vivid lies to defend themselves when caught in the trap of moral laxity or integrity crises, their composure and presentations convince people to give them the benefit of the doubt and to change the rules or move the goalposts if need be to accommodate them.

Most Type III leaders are shrewd in the manner in which they convince people to come their side. They also specialize in deflecting people's attention away from their personal acts of moral laxity to the good work they believe to have accomplished. In situations of personal crisis they do their best to point people to their past achievements as leaders and do everything possible to convince others to look ahead to the future.

Because they are successful in this regard, many people judge them by their past leadership accomplishments rather than the present integrity crises. In such circumstances the Type III leader usually lies and gets away with it in the short-term. They are eloquent speakers and excellent talebearers. Deceitfulness roosts on their tongues and rolls off their smooth lips like a bowling ball.

They are able to flatter their subordinates and members of supporting constituencies and fool them on a continuing basis. They are usually evasive with those who counsel them to change their lifestyle and seek to return to living according to the dictates of principles.

No one should underestimate the power to the Type III leader to accomplish his or her assigned tasks as evident in social, economic, business, and political goals and objectives. they can be great and highly successful leaders in terms of vision, mission, and plan accomplishment. their failure is a result of their inability to commit to the dictates of principles regardless of how it affects their self-interests.

It is not surprising that these leaders run into moral, ethical, and integrity crises. Sadly, however, most leaders fall under the Type III leadership classification.

Excerpt from The Human Factor in Leadership Effectiveness by Senyo Adjibolosoo.

Senyo Adjibolosoo has a doctorate degree in economics from Simon Fraser University, Burnaby, British Columbia, Canada. He also holds a postgraduate Education Specialist Degree from Point Loma Nazarene University.

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