. They also tend to cluster at the mid-management level, since they realize that they have gone as far as they can go. They also tend to be found in organizations that rely a great deal on formality, protocol and doing things by the book. "Zealot" leaders, on the other hand, have vision and display an evangelistic zeal for the improvement of the organization--as they see it. They tend to be singleminded, energetic, aggressive and hard-driving. Unlike the climbers, zealots have the interests and progress of the company at heart. They are impatient to improve and innovate. "Advocate" leaders are concerned about the improvement of the organization, particularly the section they represent. They are ferocious in fighting for their people and their programs. Unlike zealots, who are essentially loners, advocates are very responsive to the ideas and influence of their superiors, peers and subordinates. Often, advocates will promote ideas and programs that do not benefit them personally, but have long-term favorable effects for the organization as a whole. "Statesmen" leaders are generally found at the bottom and the top of organizations. They have a distinct aversion to internecine warfare and petty office politics and they attempt to stay above special interests. They try to reconcile factional fighting by pointing out the overall objectives of the company. They are found at the bottom because organizations seldom promote them, and at the top because upper management has to be above factional affiliations.
Quick (1977) pointed out other types of leader/managers in organizations. "Receptive" managers do things not out of conviction but to win the approval of others. They find it difficult to say no. Usually, receptive managers are friendly, adaptable, agreeable and easy to get along with. On the other hand, receptive managers are usually opinionless and overly eager to be accepted by others. Innovation and creation are usu...