Wizard and warrior: neglected leadership roles

Purpose – In many companies, executives function as either the analyst or the caregiver. The authors believe there are two more appropriate leadership roles – wizard and warrior. Design/methodology/approach – The authors conclude that the responsibilities of the analyst and the caregiver could often successfully be delegated to managers below C‐level. Findings – Too many managers are repelled or intimidated by either the warrior or wizard role. Managers who are comfortable in the roles of caregivers and or analysts tend to shy away from the possibilities and powers embodied in the wizard and warrior role. Practical implications – In fact, great leaders need to be able to assume both mantels – wizard and warrior – and switch between roles as situations demand. It is a skill that managers can learn through persistence and practice. Originality/value – By understanding these archetypal roles, leaders can embrace their own potential for both courage and imagination, and develop their capacity to face competitors and to find competitive advantage in possibilities that others have not yet seen.