Tag Archives: Supportive Leadership
A global study from Walking the Talk, titled Managing Behaviours in the Workplace, surveyed 745 people including 189 leaders, and found that only 34% of those in leadership roles believe they are able to influence or alter the behaviour of employees.
This is despite the fact that 78% of leaders thought their organisation had adequately equipped them with the skills needed to have a positive influence on others. And despite 86% feeling confident in creating the right atmosphere to allow workers to behave appropriately. The research suggested this contradiction is due to leaders being more comfortable operating at a macro level – for example putting in place frameworks and policies – rather than dealing with the more human element of individuals’ behaviour.
When it came to who should be held responsible for employee behaviour, 76% thought leaders should always be aware of what their employees are doing, and 69% agreed that leaders should be held accountable for the behaviour of people working for them.Walking the Talk - Managing Behaviours Report
When asked at what point leaders become responsible for employee behaviour, 19% said they should always be accountable no matter what the situation. One in five (21%) thought it should start when a group of employees have behaved poorly at least once before, and 27% saw the responsibility starting when employees have behaved badly on more than one occasion.
Many of the defining characteristics needed for effective leadership -- like having a vision, integrity, commitment and resilience – are innate. Happily, another quality, as essential for success as the others, can be learned.
It is the ability to mobilise a fire-in-the-belly effort among employees to help the leader realise ambitious goals. This quality can be acquired by observing the behaviours of leaders who deploy these skills, by being coached or incrementally with "stretch” efforts by the leader to generate the needed employee commitment.
The power of the leader’s position alone cannot command enthusiasm and dedication from today's workforce. Instead, employees must be convinced that the leader’s objectives are achievable, understand that meeting the goals will provide a personal payoff and be inspired to make their own full force contribution.
To generate the needed support from everyone in the organisation, the leader has to put his leadership on parade: He must be visible, crystal clear about his message and take every opportunity to demonstrate, live and in person, his passion for his goals. Unless he shows how deeply he cares, few others will care and his plan may be seen as another flavour of the month.
As a leader, your every behaviour can be under scrutiny from your direct reports, your peers, key stakeholders etc. You need to make sure that what you do and how you behave does not alienate people, or undermining the commitment and effectiveness of your team.
You need to make sure you are aware of behaviours - whether strengths, weaknesses or leadership style - that could derail your leadership position.
This checklist takes you through a reflective self-assessment of how you think you work with your key contacts and enables you to produce a development plan focusing on improving any derailing behaviours you may have developed.
Click on the following link to download this checklist: Analyse Derailing Behaviours Checklist
When two or more people are involved in a relationship they will adopt a certain style of behaviour towards one another.
The same can be said of a leader and members of their team.
One of the most fundamental characteristics of such behaviour is the respect that is shown for the other's rights or opinions.
There are three basic behaviours involved within a relationship:
AGGRESSIVE: "I have my rights, you have none" (Win-Lose)
ASSERTIVE: "I have my rights, you have yours" (Win-Win)
SUBMISSIVE: "You have your rights, I have none" (Lose-Win)
This quick guide reminds you of how these three basic behaviours manifest themselves and the impact they can have on relationships.
To find out more click on the following link: Understanding Interpersonal Behaviours
McKinsey report that executives can thrive at work and in life by adopting a leadership model that revolves around finding their strengths and connecting with others.
They have conducted interviews with more than 140 leaders; analysed of a wide range of academic research in fields as diverse as organisational development, evolutionary biology, neuroscience, positive psychology, and leadership; held workshops with hundreds of clients to test their ideas and undertaken global surveys.
Through this research, they have distilled a set of five capabilities that, in combination, generate high levels of professional performance and life satisfaction.
The five capabilities are:
- Managing Energy
- Positive Framing
To find out more about how centred leaders can achieve extraordinary results Click Here
The Johari Window, created by psychologists Joseph Luft and Harry Ingham, is a model of communication, describing how an individual gives and receives personal feedback.
It encourages free and open communication, thereby fostering good interpersonal relations and helping people to realise their full potential.
The model can be used for developing self-awareness in any communication context, although it serves as a particularly useful framework for effective communication within teams.
To find out more about this model Click Here
As a leader, how you behave has a major impact on others.
This questionnaire is designed to help you gain some further insights into your behavioural preferences and their impact on others.
It is based on the belief that the greater our self-awareness the more effective, positive and beneficial our impact can be.
The questionnaire is in three parts:
Part 1: Emotional Intelligence;
Part 2: Personality Preference;
Part 3: Action Planning
You are asked a series of questions which you are asked to score, reflect upon and create an action plan for improvement.
To download this activity, click on the following link: Personal Reflection Questionnaire