Being an effective leader means mastering skills from five key themes, a new study has found.
Dr Sunnie Giles, an organizational scientist and leadership development consultant, undertook research to find out the traits needed to be an effective leader. Her research involved 195 leaders across 15 countries.
Participants were asked to identify the 15 most important leadership competencies from a list of 74. The top 10 were then grouped into five main themes that all leaders should aspire to achieve.
“These five areas present significant challenges to leaders due to the natural responses that are hardwired into us,” Dr Giles notes.
She goes on to say that with “deep self-reflection and a shift in perspective… there are also enormous opportunities for improving everyone’s performance by focusing on our own.”
In the meantime, it can only be for the good that more companies are embracing the tenets of mindfulness, seeking to temper the calculus of profit with the powerful need we all have to feel more connected to those around us.
So you think your body is just the container to get your mind from place to place? Wrong! Or you imagine great leaders come only from great schools? Wrong again. Or perhaps, you imagine they are just born that way?
Post-heroic leaders recognize that the key to success is not adhering to hierarchy or position power, but mastering a complex set of seemingly contradictory organizational dynamics—autonomy and shared decision-making, individuality andteamwork.
The phrase "talk is cheap" is old, and in leadership roles, talk is particularly cheap.
It is easy to make pronouncements about directions and vision. For people to trust what you say, though, it is important to recognize that you communicate in three ways: through what you say, what you do, and what you reward. And each form of communication on this list is more important than the last....
This article highlights what CEO's can do to encourage open and honest dialogue, which ultimately helps the organisation move forward and improve in ways that make sense. Too often, there is a culture of "The Emperor's Clothes" in operation, with either the CEO only wanting to focus on the "positive to keep employees motivated", or where employees don't feel able to tell the "truth" of their experiences.
3,124 leaders provided their input for the Global Leadership Forecast 2014|2015, presented by DDI and The Conference Board. This vast amount of data brought us to 18 initial findings, with more to come.
View a snapshot of the data, and explore key questions on the path to organizational success by utilizing our Leadership Development Road Map.
What started off as an innocuous query from my leader soon became a chance to explore and grow myself as an individual contributor at a deeper leadership level -- someone who doesn't need a hierarchy, department or budget to make an organizational impact.
“We all need a coach. Research we conducted at VitalSmarts shows that 97% of employees readily admit to having a “career-limiting habit” — some behavior that will forever hold them back, unless they can learn to change it.”
Geographically dispersed teams are increasingly common in the modern workplace — perhaps you’re based in your company’s New York headquarters and your team works out of offices in Denver and Charlotte or maybe you’re in San Francisco and manage...
Action learners live in shared leadership. They often strive to find a common understanding for problems, which gives them a shared purpose and orientation. They look for solutions that truly address the challenge without regard for the politically right answer. Experimenting and failing is no longer feared but embraced and seen as an opportunity to excel.
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