Don't Try to Be the "Fun Boss" - and Other Lessons in Ethical Leadership
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 not be the best decision for the team or relevant stakeholders.
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Research shows that humble leaders improve the performance of a company, creating more collaborative environments. They are balanced, appreciative and open to new ideas and feedback. They kn...
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.
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.
Great leaders inspire people to do better and develop their skills because leaders with a great leadership style can make anyone appear more competent than they actually are, and t...
Great leadership style is different from your own personality. It derives from the social markers that we express in the workplace.
The signals we send to others about our status fall into two categories: Power and Attractiveness.
Our default leadership style is called natural style. Whenever we are in neutral situations it is our selected option and we behave relatively powerful with it.
Natural style has five categories: powerful, lean powerful, blended, lean attractive, and attractive.
A blended style is best described as having "presence". It is rare because it involves an equal use of both power and attractiveness markers.
Leadership failures in government, business, and nonprofits have created a demand for leadership studies and literature.
Unfortunately, these materials describe u...
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.
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.