In this blog piece, Bhudeb Chakrabarti highlights six different theories of leadership that been developed over the years to explain how people lead others.
Trait theoriesBehvaioural theoriesContigency theories such as those proposed by Fred Fiedler and Hersley-BlanchardCharismatic LeadershipTransactional TheoryTransformational Leadership
He describes leading as the art of influencing and motivating people to perform in a manner to achieve a common goal. The sum total of a leader’s roles, tasks and responsibilities and interpersonal influences constitutes leadership in his opinion.
Interesante artículo sobre la técnica denominada “Coaching de Sombra”, en el que se hace hincapié en la importancia de la observación no participante y participante en los procesos de coaching. En mi opinión, algo que debería incorporarse a todo proceso …
ow bias works, and screOur minds naturally categorize things based on our past experiences and memories—good or bad. These biases helped our ancient ancestors survive, and they’re still useful today when meeting a stranger or walking home at night. In short, these biases are like mental shortcuts that help us to quickly navigate through a multitude of decisions. However, they don’t always lead us to the best, most intentional decisions—especially in the workplace.
Here are four types of cognitive bias that can sabotage your workplace if left unchecked.
Authenticity is a hot word in leadership discussions. The modern workplace is more informal and less hierarchical than in the past. Command-and-control management doesn’t fly withpeople hired for their creative brainpower. They want leaders who inspire them, and give them reasons for working beyond a paycheck.
But all this requires a nuanced understanding of what "authenticity" should mean. In a business context, it doesn’t mean the "be yourself" phrase that probably pops into your mind first. For evidence of this, consider that many of Donald Trump’s supporters praise him for what they view as authenticity. He says what he thinks. He doesn’t seem to care what other people think of that. Yet business leaders emulating this approach might quickly find themselves in trouble. "Being authentic is much more than ‘being yourself,’" says Gareth Jones, coauthor of Why Should Anyone Work Here?: What It Takes to Create an Authentic Organization. "If you want to be a leader, you have to be yourself—skillfully."
Nestled in his “man cave”, a room crammed with cardboard boxes and fishing lures in his Rhode Island home, Set Sar is earning money by letting a company track the tiniest movements of his eyeballs through his computer’s webcam. About 10,000 miles
Business today is dizzyingly complex, says Boston Consulting Group Senior Partner and Managing Director Yves Morieux. Employees have lost their professional moorings, and companies are making the problem worse.
"Many business people have already discovered the power of storytelling in a practical sense – they have observed how compelling a well-constructed narrative can be. But recent scientific work is putting a much finer point on just how stories change our attitudes, beliefs, and behaviors."
Your willingness to risk as a leader is contingent on your capacity to be vulnerable. Travis Waits shares about the armor that leaders put on which prevents their authenticity and effectiveness. Leaders make the most impact when they use their influence.
It is only logical to trust our instincts if we think we know a lot about a subject, right? New research suggests the opposite: self-proclaimed experts are more likely to fall victim to a phenomenon known as overclaiming, professing to know things they really do not.
People overclaim for a host of reasons, including a desire to influence others' opinions—when people think they are being judged, they will try to appear smarter. Yet sometimes overclaiming is not deliberate; rather it is an honest overestimation of knowledge.
In a series of experiments published in July in Psychological Science, researchers at Cornell University tested people's likelihood to overclaim in a variety of scenarios. In the first two experiments, participants rated how knowledgeable they believed themselves to be about a variety of topics, then rated how well they knew each of 15 terms, three of which were fake. The more knowledgeable people rated themselves to be on a particular topic, the more likely they were to claim knowledge of the fake terms in that field. In a third experiment, additional participants took the same tests, but half were warned that some terms would be fake. The warning reduced overclaiming in general but did not change the positive correlation between self-perceived knowledge and overclaiming.
In a final experiment, the researchers manipulated participants' self-perceived knowledge by giving one group a difficult geography quiz, one group an easy quiz and one group no quiz. Participants who took the easy quiz then rated themselves as knowing more about geography than did participants in the other groups and consequently were more likely to overclaim knowledge of fake terms on a subsequent test.
Why have the topics of sustainability and gender balance still not become key priorities for smart business leadership? And why does coverage of business “disruption” still seem to focus solely on the clever, the hip and the solely technological when culture demands organizational change to a whole other level?
In The Art of Possibility, authors Rosamund Stone Zander and Benjamin Zander share an example of internal narrative and how it molds perception:
“A shoe factory sends two marketing scouts to a region of Africa to study the prospects for expanding business. One sends back a telegram saying,
SITUATION HOPELESS STOP NO ONE WEARS SHOES
The other writes back triumphantly,
GLORIOUS BUSINESS OPPORTUNITY STOP THEY HAVE NO SHOES
To the marketing expert who sees no shoes, all the evidence points to hopelessness. To his colleague, the same conditions point to abundance and possibility. Each scout comes to the scene with his own perspective; each returns telling a different tale. Indeed, all of life comes to us in narrative form; it’s a story we tell.”
On a primal level, we seek narrative because our minds are hardwired to sort chaos into order. We seek and desire stability of behavior, and it’s difficult for us to look at something and not immediately wrap a story around it. We create stories to give meaning.
"Human beings are works in progress that mistakenly think they're finished." Dan Gilbert shares recent research on a phenomenon he calls the "end of history illusion," where we somehow imagine that the person we are right now is the person we'll be for the rest of time. Hint: that's not the case.
Positive leaders extend a welcome to all stakeholders and help them discover their possibilities, capabilities and contributions. What is the essence of being a positive leader? Focusing on the best in others while working on becoming the best of ourselves.
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