In his groundbreaking work The Ideal Executive, Ichak Kalderon Adizes challenges one of the most persistent myths of leadership — the belief in the existence of the “perfect manager.”
Through the PAEI framework, Adizes shows that no single person can successfully embody all the essential management roles needed for sustainable organizational success.
Instead, true effectiveness lies in building complementary teams and nurturing an open, adaptive culture.

This article explores the key concepts from Adizes’ book, providing insights into leadership, teamwork, and organizational development.

“No one person can perform all the roles required to manage and lead an organization effectively.” — Ichak Adizes

1. Why the Ideal Executive is a Myth

The ideal executive, according to a common stereotype, must simultaneously be an excellent organizer, strategist, motivator, administrator, and innovator. However, the reality is that human nature limits the ability to focus on all these roles at once. Psychological traits, types of thinking, and behavioral models make it impossible to simultaneously excel in production, administration, entrepreneurship, and integration.

Fact: Adizes points out that the brain physically cannot sustain opposite modes of thinking simultaneously. For example, a focus on process stability (A) conflicts with constant readiness for risk and change (E).

Consequences of believing in the myth:

• Overinflated expectations of one leader lead to disappointment.
• Organizations become vulnerable by relying on a single “hero.”
• Structures collapse after such a leader departs.

Example: Steve Jobs was a brilliant entrepreneur (E) and producer of results (P) but had significant difficulties in team integration (I) and process adherence (A), which led to his temporary departure from Apple.

Connection to company growth stages:

• In the early stages of an organization’s life cycle, strong E (entrepreneurship) is critical.
• During growth and maturity stages, strengthening A (administration) and I (integration) becomes necessary.
• Overreliance on a single individual at all stages leads to growth crises.

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2. The PAEI Model: Four Management Functions

The PAEI model is the basis of Adizes’ management diagnostics. Every effective leader or team must cover four key management functions:

(P) Producer:

• Focus on delivering tangible results.
• Task-oriented mindset.
• Thinking: “What must be done to achieve today’s goals?”

(A) Administrator:

• Focus on processes, structure, and order.
• Thinking: “How can tasks be accomplished properly and consistently?”

(E) Entrepreneur:

• Focus on change, opportunities, and the future.
• Thinking: “What can we do differently to outpace competitors?”

(I) Integrator:

• Focus on building trust and team cohesion.
• Thinking: “How can we unite people around a common goal?”

Fact: Depending on the company’s stage of development, the dominant role must shift: startups require strong E; large corporations need reinforced A and I.

Examples of real companies:

• Amazon: strong P and A in operations.
• Tesla: domination of E under Elon Musk.
• Southwest Airlines: a culture built on I, creating a cohesive team.

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3. Why Teams are Necessary

Since no one person can equally excel in all four PAEI functions, an organization’s success depends on assembling a team where different individuals compensate for each other’s weaknesses.

Reasons teams are necessary:

• Teams ensure the full coverage of functions: performance (P), order (A), growth (E), and cohesion (I).
• Diversity of perspectives and competencies leads to better adaptability to market changes.
• Collective responsibility reduces dependence on a single person.

Typical mistakes in team building:

• Hiring “clones” of oneself.
• Intolerance of different working styles.
• Fear of delegation.

Practice examples:

• A startup dominated by E- types failed due to a lack of A.
• A corporation dominated by A-types lost its innovation capacity.

Conclusion: The true strength of an organization lies in a balanced team, where each member plays a unique role.

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4. How to Assess Yourself and Your Team Using PAEI

Effective work begins with awareness of your own strengths and weaknesses within the PAEI framework. Without understanding one’s natural inclinations, a leader risks overestimating their abilities or underestimating critical management aspects.

Steps for self-assessment using PAEI:

1. Self-diagnosis:
   • Honest analysis of which functions come naturally and bring satisfaction.
   • Recognition of tasks that cause stress, fatigue, or resistance.
2. Receiving feedback:
   • Surveys from colleagues, employees, and partners: in which roles do others see you?
   • Comparing external perception with self-assessment to detect “blind spots.”
3. Formal testing:
   • Using specialized questionnaires based on Adizes’ methodology.
   • For example, rating your levels of P, A, E, I on a scale from 1 to 5.

Fact: People often overestimate their integration (I) ability, underestimating how hard it is to truly build trust and cohesion.

How to assess a team:

• PAEI Map: Map out who demonstrates strengths in each function.
• Gap analysis: Identify missing functions, signaling organizational risk.
• Role distribution: Ensure decisions include input from all four roles.

Example:

• A development team with excess P and E but lacking A and I may experience chaos and conflicts due to missing regulations and team cohesion.

Conclusion:

• Assessment is an ongoing process, not a one-time task.
• Conscious distribution and development of PAEI roles are essential for sustainable growth.

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5. Strategies for Building Strong Teams

Building an effective team is a conscious process of selecting people with different but complementary thinking and working styles. It’s important not to aim for uniformity, but rather to balance all four PAEI functions.

Key strategies:

1. Hiring for complementarity:
   • Look for individuals strong where you are weak.
   • Example: if you are strong in E (entrepreneurship) and P (results), seek an Administrator (A) and an Integrator (I).
2. Fostering a culture of respecting differences:
   • Explain the value of each function to the team.
   • Accept that different types of people approach tasks differently.
3. Conscious role distribution:
   • Assign clear responsibilities: who focuses on results (P), who on processes (A), who drives innovation (E), who nurtures team spirit (I).
4. Regular review of team composition:
   • As the organization grows, needs evolve.
   • Regularly reassess the PAEI balance and adjust as needed.

Common mistakes in team building:

• Hiring “copies of oneself.”
• Insufficient support for weaker roles.
• Ignoring imbalances as the organization grows.

Example:

• A startup with a strong E-focus failed to scale because it lacked A-function competencies.

Conclusion:

• A strong team is built on complementarity, respect for differences, and continuous adaptation to new conditions.

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6. How to Develop Your Weaknesses

Developing weaknesses is not about striving for perfection, but about bringing deficiencies to a level where they do not hinder overall success.

Key approaches to development:

1. Acceptance of limitations:
   • Recognize that being the best at everything is impossible.
   • Focus on ensuring weaknesses do not become obstacles.
2. Damage control:
   • Develop basic skills in weaker roles.
   • Example: A leader weak in A learns basic planning and delegation skills.
3. Relying on partnerships:
   • Find people who compensate for your weaknesses.
   • Delegate key areas to those strong where you are weak.
4. Learning through practice:
   • Put yourself in situations that require the manifestation of weaker functions.
   • Example: If integration (I) is weak, consciously organize team-building events.

Fact: According to Adizes, a weak side will never become your strongest asset, but it can be developed to an acceptable level through systematic efforts.

Typical mistakes:

• Expecting rapid results.
• Suppressing strengths in favor of developing weaknesses.
• Ignoring the need for external support (coaches, mentors).

Example:

• A leader strong in E deliberately developed A by introducing weekly planning and delegating process oversight to a senior administrator.

Conclusion:

• The key to growth is not to become a universal expert but to become a conscious leader who understands their strengths and weaknesses and builds the right support system.

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7. The Importance of Feedback and Culture in the Team

An organization’s culture and the quality of feedback determine its long-term viability. Without open exchange of opinions and respectful treatment, any organizational changes will stagnate.

Key elements of an effective culture:

1. Regular feedback:
   • Continuous practice of giving and receiving feedback.
   • Focus on improving processes and relationships, not on blame.
2. Culture of openness and trust:
   • People are not afraid to speak about problems.
   • Problems are seen as opportunities for joint solutions, not reasons for punishment.
3. Support for differences:
   • Recognition and respect for different thinking styles (PAEI).
   • Encouragement of constructive debates.

Fact: Culture is what happens in an organization when no one is watching. If values of openness are declared formally but fear of punishment dominates — the team will not function effectively.

The leader’s role in shaping culture:

• Be an example of openness and honesty.
• Encourage initiative and respectful disagreement.
• Create a safe space for expressing ideas and emotions.

Typical mistakes:

• Suppressing problems in the name of “harmony.”
• Punishing mistakes instead of collaboratively solving issues.
• Ignoring problem signals from “lower” team members.

Practice examples:

• Companies where leaders encourage project retrospectives (e.g., Agile teams) identify and fix hidden problems faster.
• In authoritarian cultures without feedback — problems accumulate and lead to crises.

Conclusion:

• An open culture and high-quality regular feedback are key factors for long-term team effectiveness.
• Management through fear and silence leads to degradation and stagnation.

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8. General Conclusions

The main conclusion of Adizes’ book is that an organization is a living organism, not a mechanical system. Its success depends on the ability to correctly balance different management styles, adapt to change, and maintain internal cohesion.

Key principles:

1. Rejecting the myth of the ideal leader:
   • A strong organization is not built around one person but around a balanced team.
2. Recognizing the importance of all four PAEI functions:
   • Success is only possible when all functions are covered: producing results, managing processes, driving change, and maintaining team cohesion.
3. Building an effective team:
   • Strategic selection of team members with complementary styles.
   • Respect for different approaches and mindsets.
4. Continuous diagnosis and development:
   • Regularly assessing strengths and weaknesses both individually and within the team.
   • Adjusting team composition and development strategies in response to changes in the external environment.
5. Maintaining a culture of openness and feedback:
   • Without trust and honesty, no team can survive inevitable challenges and transformations.

Fact: Even the greatest organizations have failed when their structure couldn’t adapt or when their internal communication culture collapsed.

Final idea:

“Organizations must be managed by teams of complementary individuals who, together, can cover all the required roles.” — Ichak Adizes

The ideal executive is a myth.
The ideal team is a reality — if it is consciously built.

An organization that understands and applies PAEI principles lays the foundation not only for today’s success but also for sustainable growth in the future.

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Additional

PAEI Role Table with Traits

Role	Description	Behavioral Traits
P (Producer)	Achieving goals, getting things done	Energetic, results-oriented, concise
A (Administrator)	Structuring processes, maintaining order	Detail-focused, systematic, love for procedures
E (Entrepreneur)	Driving change and innovation	Creativity, willingness to take risks, opportunity-focused
I (Integrator)	Building team cohesion	Empathy, diplomacy, focus on relationships

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Quick PAEI Team Diagnosis Checklist

Check how balanced your team is by answering “Yes” or “No”:

Function	Question
P (Producer)	Is there someone who consistently delivers results?
A (Administrator)	Is there someone who ensures adherence to rules and procedures?
E (Entrepreneur)	Is there someone actively generating new ideas and seeking innovation?
I (Integrator)	Is there someone ensuring trust, cohesion, and team motivation?
Role Distribution	Are roles consciously distributed among team members?
Monitoring	Is the PAEI balance regularly assessed?

Interpretation:
If you answered “No” to any point — this indicates an area requiring conscious reinforcement to enhance the team’s sustainability and effectiveness.

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Organizational Lifecycle Stages Through PAEI

1. Birth phase (Startup):
   • E (Entrepreneurship) dominates.
   • Risks: chaos without A, lack of production without P.
2. Growth phase:
   • Strengthening of P (results) and involvement of A (administration).
   • Structuring processes becomes necessary for scaling.
3. Maturity phase:
   • Balanced operation across all PAEI functions.
   • I (integration) becomes critically important to maintain culture.
4. Decline phase:
   • Overemphasis on A, weakening of E.
   • Conservatism and loss of flexibility.
5. Revival phase:
   • Restoration of entrepreneurial spirit (E).
   • Restructuring, innovation, and process renewal.

Conclusion:
For sustainable growth, organizations must consciously strengthen the necessary PAEI functions at each stage of their development.