PAEI Model – Producer, Administrator, Entrepreneur & Integrator – A Powerful Model to create New Teams

What Is the PAEI Model?

The PAEI Model was created in the early 1970s by management expert and Adizes Institute founder Dr. Ichak Adizes. He has now used it in hundreds of organizations all around the world. The PAEI model is important when a leader is constituting a new team to execute a project or a task. It also helps in building a successful management team and helps in enhancing team communications and increasing overall efficiency of the team

The abbreviation PAEI stands for four managerial responsibilities that are essential for every team or company to succeed. They are:

  • Producer.
  • Administrator.
  • Entrepreneur.
  • Integrator.

These roles cannot all be played by one individual. But if you make sure that each one is covered, your management team will be powerful, efficient, and capable of carrying out its duties and achieving its goals.

The PAEI Model can also help you identify your personal leadership strengths and limitations. You probably naturally tend toward one of these roles, and once you know which one best fits you, you can figure out other ones you could be unintentionally avoiding. This might help you identify areas for improvement and weak points in your skill set.

What are the Situational Factors that define the roles

The importance of each role in the PAEI model is determined by situational factors, such as:

  • Organization type,
  • Size of the organization
  • External environment of the organization
  • Stage of development of the organization
  • The criticality of the task at hand

The Four PAEI Management Roles

Let’s look at the four roles in more detail.


Any organization’s main objective is to create outcomes, which it normally does by satisfying the demands of its internal and external stakeholders and consumers. The same rule holds true for your management staff.

The final decision-maker for the good or service you are providing is the person in the producer role. They are in charge of ensuring that outcomes are what were anticipated and that goals and objectives are met.

Producers frequently work quickly and tend to concentrate on the final product. They put forth a lot of effort and finish the job.

Recommendations for producers

  • Stop working nonstop and having just momentary thoughts.
  • Pay close attention to what is spoken to you. who uttered them, too.
  • Maybe is occasionally preferable to yes or no.
  • Be tolerant. There is no need to put others or yourself under pressure to change.
  • Some issues may wait; the squeaky wheel is not necessarily the most vital.
  • Pay attention to the process as well as the solution.
  • If you have trouble making judgments, try doing so more frequently.
  • Placing the paper on my desk won’t help.
  • You won’t have an easier life if the waterboys are all around you.
  • The need and reality are not the same.


Administrators pay attention to how duties are carried out. They’re curious about the guidelines and procedures that make your group or organization run smoothly. They frequently focus on making sure that employees follow procedures correctly and are quite analytical. They frequently approach decision-making and problem-solving slowly and methodically.

Administrators are frequently called upon by organizations to provide the procedures and frameworks that keep everyone operating effectively and profitably.

Accounting and other process-oriented areas are common places for administrators to work.

Recommendation for administrators

  • A function need not always adhere to a form.
  • Not everything needs to be codified into a system or covered in instructions.
  • Speak first, then ponder.
  • Do you understand the benefit while also being aware of all the costs?
  • Don’t assume that anything that is forbidden is also prohibited.
  • Pay more attention to what is happening rather than what is necessary.
  • Giving them a free hand occasionally is more effective than giving them ever more directions.
  • Almost appropriate behaviors are preferable to completely incorrect ones.
  • You will accomplish more if the number of meetings is decreased.
  • Become adept at accepting changes.

3. Entrepreneur

Entrepreneurs are creative people. They are talented at creating a shared future vision, perceiving things that other people can’t see, and taking calculated risks. They are motivated by what is possible.

Entrepreneurs provide the major ideas that enable businesses to maintain their competitive edge and expand into new areas. They depend on those in this position to recognize chances and dangers and to assist others in adapting to change. Entrepreneurs frequently use an ad hoc approach to problem-solving and decision-making, and they frequently choose a global viewpoint over a local one.

Entrepreneurs are frequently found in top leadership positions, marketing, or R&D teams.

Recommendations for entrepreneurs

  • Do not generalize too much when you solve the issue, prove your idea with facts. Do not exaggerate. Speak specifically. Do not neglect details.
  • Do not talk about a problem if you are not ready to suggest a solution.
  • Provide your final decisions in writing in order to stop confusing people with your sudden insights.
  • Discuss problems only with those who actually can help solve them.
  • Learn how to deal with your anger. Write your feelings down and hide them in a secret folder.
  • Bring all the processes to completion. Write down the answers to questions: what, how, when, who, what not, and how not.
  • Remember: even the best idea is useless if it’s not realized.
  • Consider the interests of the parties involved in implementation.
  • When disagree, no need to behave hostilely.
  • You can’t know it all. Consider judgments and estimations of others, and learn from those who are different from you.


The “heart” of each team or organization is its integrator. They are great at uniting individuals and keeping peace within a group. As their attention is on the process rather than the final product, they might also rely on an unstructured approach when solving issues and have a tendency to work more slowly and carefully.

Integrators are highly empathic and have emotional intelligence. They frequently demonstrate compassion in their leadership, are skilled at developing a culture of trust and respect among their coworkers, and are never too busy to provide a hand. Integrators can be crucial in establishing an organization’s culture, particularly at the beginning.

Recommendations for integrators:

  • Although people’s feelings are significant, other factors are far more crucial.
  • Leaders won’t be those who follow the herd.
  • Decide on a stance, aside.
  • Meetings should not go on forever; some decisions can be made without them.
  • The best choice is not always determined by consensus.
  • Behind a heated debate is not always disagreement.
  • The goal of a manager is to produce results, not to win friends and favor.
  • When recruiting and promoting employees, take into account both personal and professional qualities.
  • Change is not always necessary for the sake of the people.
  • Conflict precedes change, and if all conflicts are resolved, changes will follow.

Examples of  PAEI Management Roles

It can be helpful to view PAEI leadership roles to better understand them and to use them as a reference. Here are examples of these roles in a magazine company:

Producer example

A producer on the management team of a magazine firm may set goals for the successful delivery of a product to a publisher and then assess whether a department can achieve these goals. This person is capable of carrying out a wide range of pertinent duties, including establishing internal deadlines, monitoring article submissions, and providing status updates to the magazine’s contributors. To guarantee they can fulfill deadlines on time and provide top-notch material for readers, they might wish to be in frequent contact with their team members.

Administrator example

A team administrator could concentrate on creating methodical and understandable process procedures for a magazine project. To ensure that the team can provide a top-notch product on time, they may, for instance, make detailed timetables for authors, graphic designers, editors, and other magazine personnel. Other staff members may be given guidance by the administrator on how to implement this methodically organized approach and a company’s guidelines into their workflow process successfully.

Entrepreneur example

To expand the number of people who buy magazines, an entrepreneur can focus on innovative marketing techniques. For instance, they could more effectively make sure that a business distributes these goods in the most suitable retail locations, such as bookshops or e-commerce websites. They could advise authors on the kinds of material that would resonate with particular target audiences or alert potential subscribers to an impending issue in order to help them reach new markets. Then, a businessperson may examine a magazine’s sales to ascertain whether tactics are effective or whether a group might make future enhancements.

Integrator example

An integrator could concentrate on communication tactics to make sure that all firm departments communicate well, which can assist to expedite work procedures. This manager could organize team-building exercises, coordinate amongst department heads, and encourage cooperation when teams come up with new content ideas. In order to address their interpersonal needs and find new resources, they could also check in with the staff. The management team may then create a magazine that readers feel is more coherent by developing a deep understanding of the company’s culture and mission statement.

What are the advantages of the PAEI model?

PAEI Model, Advantages of PAEI Model
PAEI Model: Advantages

Using the PAEI leadership styles model to create a management team can have several advantages. These advantages typically include:

Defines roles clearly

Each management job may have a clear outline thanks to the PAEI model. For instance, businesses might use it to establish specific job responsibilities for each member of a management team. Companies may develop leadership teams with a range of specialties by using the PAEI model to discover the types of knowledge that professionals can provide.

Helps identify strengths

Supervisors can assess which function best fits each person’s skills by using the PAEI model to assist them to discover the management team’s professional strengths. Managers with excellent communication skills, for instance, may take on a mediation-based role, whereas a creative professional might assist a team’s innovation initiatives. Each job, therefore, has a distinct function in the overall dynamic of a team.

Creates diverse teams

By using this kind of leadership-styled PAEI model, a business may make sure that each team has managers with diverse professional experiences. Management teams may include a diverse mix of experts with various skill sets by including these four jobs. This strategy can also guarantee that a leader group can effectively meet different organizational demands. For instance, one manager could be an expert in project development while another has expertise in mediating workplace conflicts.

Acts as a checklist

The leadership-styled PAEI model can assist a business in developing a useful checklist for essential candidates when hiring a new management team. A company can indicate which credentials and experience a department needs by utilizing PAEI language to describe a managerial position in a job description. This checklist might also assist businesses in determining which PAEI positions they have previously filled vs those that are still open

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