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Don't Try to Be the "Fun Boss" - and Other Lessons in Ethical Leadership

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https://hbr.org/2018/09/dont-try-to-be-the-fun-boss-and-other-lessons-in-ethical-leadership

hbr.org

Don't Try to Be the "Fun Boss" - and Other Lessons in Ethical Leadership
Executive Summary The ethical misconduct of leaders in not a new concern, but it seems to be a more prevalent concern today. So what should today's leaders do to build trust with their teams and the public? Showing your team that you exercise caution, take calculated risks, and will adhere to organizational principles will go a long way toward gaining their trust.

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Be humble, not charismatic

Charisma is useful for engaging and inspiring others.
However, unchecked charisma can lead to a reputation of self-absorption and self-promotion

The team may become co...

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Be steady and dependable

As a leader, being reliable and responsible is important for your team. You stand a good chance in gaining the trust of your team if you show that you exercise caution, take calculated risks, and w...

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Modesty is the best policy

There is a degree of responsibility (and professionalism) that is expected from those in charge.
Trying to be the fun boss will harm your reputation eventually. It is good to keep some sp...

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Balance analysis with action

Too much focus on data and analyses can detract from the broader context or the impact of your decisions. Relying only on data may indicate the best course of action for the bottom line, but it may...

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Be vigilant

Adjusting to a new leadership role can take some time. After a while, we will become more comfortable, and we may stop paying attention to our reputations.

Keep up your guard, stay vigilant ...

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Leadership has become a kind of morality tale: Leaders are supposed to be authentic and truthful, paying attention to their employees' well-being and building trust.

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The moral framing of leadership does not consider the real complexities and difficulties that leaders face.

Sometimes, being pragmatic necessitates doing seemingly bad things to achieve good results. This means that leaders may have to act in strategic misrepresentation, contrary to their own feelings.

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Humble Leaders

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Charismatic Leaders

Charismatic professionals execute a certain magnetism and presence that automatically lead others to endorse them as leaders.

They have high levels of energy, unconventional behaviour and seem to be doing heroic deeds. We seem to be hardwired to seek and endorse over-glorified 'Superhero' like leaders.

Narcissist Leaders

Charismatic leaders can also be narcissists in some cases, having self-serving and grandiose intentions, taking advantage of their followers and abusing their power.

Even though they are generally perceived as arrogant, their bold vision and fearless attitude make them radiate an image of effective leaders, making them a high-risk, high-reward proposition.

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Authentic leadership

Is a management style in which leaders are genuine, self-aware, and transparent. 

An authentic leader is able to inspire loyalty and trust in her employees by consistently display...

Components of Authentic Leadership

  • Self-Awareness: be aware of your trengths, weaknesses, and values and displaying them to your team.
  • Relational Transparency: remain genuine, straightforward, and honest with your team. Display the behavior you hope to see in your employees.
  • Balanced Processing: stick to your values when making decisions, but remain open to discussions and alternatve options.
  • Doing the right thing: focus on doing the right thing for the long-term success of the business, not yours.

3 ways to practie self-awareness as a leader

  • Seek feedback from the environment;
  • Use self-reflection to better understand your behavior;
  • Practice regular self-observation to stay aware of your feelings at all times.