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Rescooped by Deb Nystrom, REVELN from New Work, New Livelihood, Careers
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I'm the Boss! Why Should I Care If You Like Me? Research Results on Executive Likability

I'm the Boss!  Why Should I Care If You Like Me?  Research Results on Executive Likability | Change Leadership Watch | Scoop.it

Bad news for mean bosses.  In a study of 51,836 leaders, we found just 27 who were rated at the bottom quartile in terms of likability but in the top quartile in terms of overall leadership effectiveness — that's approximately one out of 2,000.

360 data from these 50,000+ leaders highlighted seven key steps executives can take to substantially increase their likability.


Excerpted:

   


Increase positive emotional connections with others.... If a leader is angry or frustrated, those feelings will spread to others. Conversely, if a leader is positive and optimistic, those emotions also spread. Be aware of your emotional state and work to spread the positive emotions.

    

Display rock solid integrity. Do others trust you to keep your commitments and promises? Are others confident that you will be fair and do the right thing? 

   
Be a coach, mentor, and teacher. Most people have fond and positive memories of coaches and mentors. Helping others develop is a gift that is never forgotten.

Be an inspiration. Most leaders know very well how to drive for results. ...The most successful leaders ...also ...roll up their sleeves ...and pitch in with the team. They communicate powerfully. Inspiring leaders...are more likeable.


Deb Nystrom, REVELN's insight:

Also scooped to Careers and Self-Awareness Strength.  ~  Deb

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Deb Nystrom, REVELN's curator insight, August 6, 2013 4:05 PM

Like or dislike, integrity also connects to respect:  "Perhaps the surest test of an individual's integrity is his refusal to do or say anything that would damage his self-respect." ~ Thomas S. Monson

Manish Puranik's curator insight, August 7, 2013 1:32 AM

...The most successful leaders ...also ...roll up their sleeves ...and pitch in with the team. They communicate powerfully. Inspiring leaders...are more likeable...

Chad Manske's curator insight, August 19, 2013 8:00 AM

It takes real humility to ask subordinates for feedback on your performance.  The purpose in doing so is not to expect to hear how good you are, but to hear what you need to work on.  We all have leadership 'blind spots' requiring the benefit of trusted people, ideally honest and critical subordinates, to tell us when we wear 'no clothes.'  If you're open and honest to feedback, and pay attention to the likability characteristics here, you WILL increase your leadership quotient.

Scooped by Deb Nystrom, REVELN
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Tim Pernetti, Rutgers Athletic Director, Resigns

Tim Pernetti, Rutgers Athletic Director, Resigns | Change Leadership Watch | Scoop.it
The circle of those who saw video of a coach’s abusive acts as soon as December was wider than had been understood.


On Friday morning, two days after Mr. Rice was fired, Athletic Director Tim Pernetti resigned, and implied that he was being made a scapegoat.


  • He said his initial inclination when he saw the videos last fall was to fire Mr. Rice, but “Rutgers decided to follow a process involving university lawyers, human resources professionals, and outside counsel.”

    

Robert L. Barchi, the president of Rutgers, placed the blame on Mr. Pernetti and other senior officials who he said recommended that Mr. Rice be suspended rather than fired.

    

The contradictory accounts signaled a deepening discord in the fallout over a decision that has outraged state lawmakers, faculty and students.

Deb Nystrom, REVELN's insight:

A lawyer's report, HR directors, personnel process and administrators aren't enough to balance out the public impact of this coaches behavior on video, now becoming a cautionary tale. ~ Deb

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