Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Can Leaders be Both Caring and Focused on Achievement?

80 views

Published on

Using data from thousands of leaders around the world, we explore whether it makes sense to expect our leaders - even the best and brightest - to be effective at both managing relationships and driving for results.

Published in: Leadership & Management
  • I like this service ⇒ www.WritePaper.info ⇐ from Academic Writers. I don't have enough time write it by myself.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Be the first to like this

Can Leaders be Both Caring and Focused on Achievement?

  1. 1. Can Leaders be both Caring and Focused on Achievement?
  2. 2. Type a question here. Click the red arrow to expand the Control Panel. Our Host Staci Nisbett Director of Design and Solutions
  3. 3. www.mrg.com
  4. 4. Our Presenter Tricia Naddaff President, MRG
  5. 5. Can Leaders be both Caring and Focused on Achievement?
  6. 6. It all started with a question… What can MRG tell us about Caring- focused and Goal-focused leaders?
  7. 7. A (Very!)Brief History of Leadership Theory Leaders are born/selected by the gods Leaders are all knowing Leaders are born, not made – “masculine” traits (drive, vigor, agency) Leaders lead people
  8. 8. Our Research Questions After 70 years of thinking… What are the differences between Caring-focused and Goal-focused Leaders? Is it really better to be focused on both? What percentage of leaders are actually focused on both? What are the implications of our findings?
  9. 9. The Research Sample 60,763 Leaders who completed the LEA360 US, Canada, Australia and UK Observations from Boss, Peer and Direct Report ratings LEA360 Part A – 22 Leadership Behaviors LEA360 Part B – 26 Leadership Competencies
  10. 10. Defining Goal- and Caring-Focus Goal-Focus Production Expects a lot, achiever, ambitious, tests limits, demanding, high aspirations, works hard, sets high goals, hard-driving Control Does things on time, follows up, reminds people, persistent, tenacious, delivers on promises Caring-Focus Empathy Sympathetic, kind, generous, builds close bonds, genuine interest in others, cares about others’ wellbeing, sensitive to others Cooperation Helpful, accommodating, team oriented, willing to compromise, seeks common ground
  11. 11. High Goal-focus; Low Caring-focus 5399 Leaders Production Control Empathy Cooperation
  12. 12. Leadership Competencies of Goal Focused Leaders Takes Initiative Delivers Results Credibility with management Fast learner Financial understanding Understanding of how to use org. resources Ability to see the big picture Capacity for effective thinking Business Aptitude Future Potential Ability to make effective decisions Ability to get things done through people Overall effectiveness as a leader Capacity to get people enthusiastic and involved Ability to turn around difficult situations
  13. 13. High Caring-focus; Low Goal-focus 4755 Leaders Production Control Empathy Cooperation
  14. 14. Leadership Competencies of Caring focused Leaders Demonstrates ethical leadership Ability to work with diverse people Sensitivity to other people’s feelings Willingness to listen Ability to build relationships with customers Straightforward open communicator Capacity to contribute to team performance Insight into people Effectively manages conflict Ability to develop people Credibility with peers and direct reports
  15. 15. High Goal- and High Caring-Focused Top 1/3rd Production Control Empathy Cooperation
  16. 16. Poll What percentage of leaders do you think are in the top 1/3rd of the population for both Focus on Achievement and Focus on Caring? Above 40% 30-40% 15-29% 5-14% Below 5%
  17. 17. 0.77%
  18. 18. Questions and Comments Please type them into the questions box!
  19. 19. High Goal- and High Caring-Focused Top 1/2 Control Empathy CooperationProduction
  20. 20. Poll What percentage of leaders do you think are in the top 1/2 of the population for both Focus on Achievement and Focus on Caring? • Above 40% • 30-40% • 15-29% • 5-14% • Below 5%
  21. 21. 5.6%
  22. 22. Why should Leaders be both? Increases overall effectiveness of the leader (highest competency ratings on 18 out of 26 competencies including Overall Effectiveness, Future Potential and Delivers Results) Focus on Goals/Results oHelps establish priorities in a hectic work environment oGives a shared picture of what success looks like oIncreases the probability that resources will be aligned oStretch goals can spur creative thinking Focus on Caring oDecreases threat response in employees oIncreases trust oIn combination these lead to:  Decreased stress  Increased cognitive potential, creativity and problem solving  Increased information sharing, openness and cooperation
  23. 23. Poll Where do you do more of your coaching? • Helping leaders who need to be more caring focused • Helping leaders who need to be more goal/results-focused • Spending roughly an equal amount of time coaching leaders who need to be more caring-focused and coaching leaders who need to be more goal/results-focused
  24. 24. Why is it difficult for leaders to be both? Neural See-Saw Social By Matthew Lieberman
  25. 25. Why is it difficult for leaders to be both? The Trigger The Habit The Reason The Power of Habit By Charles Duhigg
  26. 26. Questions and Comments Please type them into the questions box!
  27. 27. What helps the leader’s development? Understanding the Neural See-Saw Understanding the value of each area of focus Clarifying one’s own underlying beliefs Identify Habits (especially habit cues/triggers) Giving the brain specific instructions (“At the beginning of each one-on-one I’m going to spend the first 5 minutes asking questions to better understand how each person is feeling” works better than “I’m going to make more of an effort to be more caring.”) Paying particular attention to non-verbals – the brain reads these very quickly and makes judgments (“what are this person’s intentions toward me?” and “Is s/he capable of acting on those intentions?”)
  28. 28. What additional recommendations would you like to offer based on your experiences and observations? Please type your recommendations into the questions box!
  29. 29. Resources All MRG Research Studies – for more information/details please contact us at clientservices@mrg.com Duhigg, Charles. The Power of Habit – Why we do what we do in Life and Business. New York: Random House, 2012 Lieberman, Matthew. Social: Why are Brains are Wired to Connect. New York: Crown Publishing, 2013 https://hbr.org/2013/07/connect-then-lead https://hbr.org/2013/12/should-leaders-focus-on-results-or-on-people/ https://hbr.org/2014/11/the-hard-data-on-being-a-nice-boss Rock, David. Your Brain at Work. New York: Harper Collins, 2009
  30. 30. Thank you for spending your time with us!

×