Visionary Simon Sinek – a self-described “unshakeable optimist,” despite his last name – has said, “The greatest contribution of a leader is to make others leaders.” 

As any leadership junkie, and hopefully a good number of today’s non-profit, community, and corporate leaders, will tell you, the notion of hierarchical, directive leadership as the gold standard is increasingly obsolete. True, there are situations such as short-term projects or emergent needs when a prescriptive approach to leading a team or organization may be warranted. But over the long term, empowering and building the leadership capacity of others is really what leading is about, not the traditional top-down, hierarchical models that many of us learned about in business school, were subject to (i.e., victims of), and have aspired to – myself included.

Much has been written about the benefits and elements of empowerment-focused leadership,  including a recent Harvard Business Review piece entitled “The Leadership Odyssey,” which I encourage you to check out. Leadership that seeks to build the skills, confidence, and leadership of others fosters team trust and autonomy, cultivates a culture of continuous learning and development, and creates a resilient and adaptable workforce

This post, however, isn’t about why empowering individuals and teams is better than simply telling them what to do. It is about how important it is to understand how your personal leadership style can impact your ability to empower others. And how you can tap into the leadership “superpowers” that set you up for success in this space, while managing exposure to the “kryptonite” that might hold you back. 

Looking Inward to Start

In past blogs, I’ve reflected on the value of leaning into your personal leadership style – identified through the Myers-Briggs Type Indicator, the Enneagram, other formal assessments, and even your self-awareness. I’ve also explored the implications of our leadership and personality styles for surviving large conferences and feeling like an “imposter” when we’re actually ROCKING  it. Now, let’s dive into what our profiles mean for how we can shift from a directive to an empowering leadership mindset.

I’ll start with some takeaways from my own leadership tendencies, and then explore examples of some others. As I’ve shared, my Myers-Briggs profile is INTJ, which means I am Introverted, Intuitive, Thinking, and Judging. INTJ’s are the “Architect Personality,” described as “thoughtful tacticians [who] love perfecting the details of life, [and] applying creativity and rationality to everything they do.” We are quick-witted, value our own ability to think independently, and are constantly analyzing everything around us. We also want to be successful; we have high standards of competence and performance for ourselves and others; and we don’t mind working alone. 

Oh boy. Pitfalls GALORE! Let’s dig in.

Why is it Challenging for INTJs to be Empowering Leaders?

First, our strong sense of individualism and self-reliance, along with our clear vision of how things should be done, can make it difficult for us to trust others to execute tasks or make decisions. This inherent need for control and perfectionism can hinder us from delegating work and empowering others, as we fear that relinquishing control means sacrificing quality or efficiency.

Next, INTJs are highly analytical and logical thinkers who place a strong emphasis on competence and expertise. We have a deep desire for accuracy and precision, and it sometimes takes us longer to develop trust in others to do work that we think is “up to snuff.” This can make it difficult to recognize and appreciate the unique strengths and perspectives that others bring to a team. Accordingly, we often struggle to let go of our own expertise and provide space for colleagues to contribute, shine, and grow.

How are INTJs Positioned Well to Empower Others?

As with any leadership or personality profile, the way that INTJs are wired also offers strengths that we can leverage. Here are some examples:

• INTJs tend to have a strong vision for the future and are skilled at conceptualizing and designing systems. We excel at envisioning the big picture and understanding how various components – including the unique perspectives and talents of others – fit together to achieve defined goals. This long-term orientation helps INTJs inspire and guide teams toward a shared vision, providing a sense of direction and purpose.

• In addition, we INTJs rely on logical reasoning and objective analysis when making decisions. This mindset fosters a culture of data-driven decision-making, rather than choices rooted in emotions or personal bias. This can support us in putting aside ego or the emotional need for control in deference to others who bring clearly needed perspectives and skills to a project.

• INTJs are also known for being independent and self-assured, which can instill confidence in others. Our self-reliance allows us to take risks and make tough choices, inspiring our teams to push beyond their comfort zones and strive for excellence.

How can INTJs be More Empowering?

Given the above, what can INTJs do to empower others? At a high level, we need to recognize the value of collaboration, embrace diverse perspectives, and trust in the capabilities of our team members. By acknowledging that empowering others can drive collective growth and success, we can “try on the cape” of empowered leadership and hopefully grow to embody it. 

More specifically, INTJs can:

• Focus on developing trust in team members’ abilities. This involves recognizing and appreciating the diverse skills and expertise that they bring to the table. In this way, INTJs can let go of their perfectionistic tendencies and embrace the value of collaboration. Trust-building activities, such as delegating tasks and providing opportunities for team members to take on leadership roles, can help INTJs gradually empower others and foster a sense of ownership and autonomy.
• Work on enhancing communication skills to create an open and transparent environment. This includes listening actively to team members, encouraging their input, and providing constructive feedback (definitely a future blog topic!). By engaging in two-way communication, INTJs can ensure that others feel their ideas and concerns are being heard and valued. Effective communication builds trust, strengthens relationships, and paves the way for empowered teams.
• Embrace a coaching and mentoring approach to leadership. By sharing their knowledge and expertise with others, INTJs can empower individuals to develop their own skills and grow professionally. This involves taking the time to understand the goals and aspirations of team members and providing guidance and support to help them achieve those. Investing in individuals’ development empowers them, while also building the capacity of the whole team. 

Knowing Your Own Strengths and Pitfalls as an Empowering Leader

While the above discussion speaks specifically to INTJs (who make up only 2.1% of all people, and a mere 0.8% of women), each personality and leadership “type” has its own strengths and challenges related to empowering leadership. For example:

• ENFJs – those who are Extroverted, Intuitive, Feeling, and Judging – have many characteristics that are well-suited to empowering others. They tend to be warm, charismatic, inspiring, and motivating, and naturally see the unique gifts and potential of others. However, their idealism can sometimes prevent them from recognizing individuals’ limitations and lead them to give team members assignments that they are just not ready for. To prevent this, ENFJs can tap into their strong emotional intelligence to find the right balance between empowerment and direction.
• INFPs – those who are Introverted, Intuitive, Feeling, and Perceiving – also have strengths that align with empowering leadership. They are the least likely of all Myers-Briggs types to act as if they are in charge, and whenever possible, they encourage their team members to come up with their own ideas and make decisions. Their potential pitfall, however, is the struggle to set boundaries, drive efficiencies, or offer critical feedback when needed. Similar to ENFJs, they could benefit from heightened awareness of situations and individuals warranting more direction and support.

Regardless of your leadership profile – from Myers-Briggs, the Enneagram, or another validated tool – all of the above boils down to enhanced self-awareness and consciousness of action. Each and everyone of us has inherent superpowers that set us up to be truly empowering leaders. And we each have our own forms of “kryptonite” that can hold us back. Know yours, and you can empower yourself and others to be great leaders.

Thank you for reading. If you’d like to receive future resources to help build your organization’s capacity to effect social change, or you would like to explore how we can work together on leadership development, meeting design & facilitation, collaborative learning, or strategic communications, email us at stacey@chazinconsulting.com.  Please also follow us on Facebook or LinkedIn, where we promise not to overwhelm you with meaningless chatter.