The 2 Types of Leaders I've Worked With

In my early days as a software engineer, I noticed two completely different types of software developers. Understanding their differences changed how I think about leadership.

The first type were linear thinkers. They approached every problem step by step, methodically working through each piece of code in sequence. They were absolutely brilliant at making sure software actually worked—that every function did exactly what it was supposed to do, that edge cases were handled properly, that nothing broke under pressure.

The second type were holistic thinkers. They saw patterns and relationships everywhere. They could look at a complex system and immediately understand how all the pieces fit together. Their code had an elegance to it, a poetry that made everything feel cohesive and beautiful.

Here's what fascinated me: each type had a corresponding weakness. The linear thinkers would get the job done reliably, but sometimes in ways that created technical debt or made future changes harder. The holistic thinkers would design gorgeous, cohesive systems, but occasionally miss crucial details that caused subtle bugs.

When we paired these two types together, magic happened. They covered each other's blind spots perfectly. The linear thinker would catch the implementation details the holistic thinker missed. The holistic thinker would keep the linear thinker from building something that worked perfectly but didn't fit the bigger picture.

This same dynamic plays out in every business I've worked with.

Linear-thinking leaders are fantastic at execution. They can see exactly what tasks need to be done and push them forward relentlessly. They excel at operational excellence, process improvement, and making sure things actually get completed. When you need something done right and done on time, these are your people.

Holistic-thinking leaders excel at strategy and design. They can quickly see how specific tasks fit into the larger vision. If something doesn't connect to the big picture, they'll push until they understand why it matters. They're the ones who keep organizations from busy work that doesn't serve the real mission.

The challenge is that most organizations unconsciously favor one type over the other. Companies led by linear thinkers can become incredibly efficient at executing the wrong strategy. Companies led by holistic thinkers will redesign everything endlessly without ever shipping anything.

The breakthrough comes from recognizing that you need both perspectives, often in the same conversation. When facing a problem, the linear thinker asks "what are the next steps we need to take?" while the holistic thinker asks "how does this connect or relate to everything else?"

Neither question is wrong. Both are essential.

What you need depends on which one you’re strongest in.

If you're struggling with getting buried in tactical details, find a holistic thinker who can help you zoom out and see the patterns you're missing. If you're struggling with turning big ideas into actual progress, partner with a linear thinker who can break your vision down into concrete next steps.

The most effective teams I've seen don't try to make everyone think the same way. Instead, they intentionally balance these two modes of thinking and create space for both perspectives to contribute.

Which type of thinking comes more naturally to you? And more importantly, how are you ensuring that the other perspective has a voice in your decision-making process?