The document summarizes research from the book "The Extraordinary Leader" which found that great leadership can be developed and is based on a relatively small number of essential skills. It also discusses how the leadership model presented in the book complements the SOCIAL STYLE model of understanding behavioral styles. The two models can be used together to help leaders develop skills within five key clusters: character, personal capability, focus on results, interpersonal skills, and leading organizational change.
This document outlines the objectives and content of a session on understanding and using social styles. The objectives are to:
1) Gain an understanding of the social style model
2) Determine one's own social style through a self-assessment
3) Learn how one's own behavior is viewed by others and how to interact effectively with different styles
The document introduces key concepts like behaviors, personality, the four social styles according to levels of assertiveness and responsiveness, and strategies for improving interactions and versatility. Self-assessments are used to determine one's own social style and versatility. Activities are designed to help participants apply the concepts.
The second slide presentation in a series I teach on DiSC Profiles. This presentation is intended for use in a classroom setting and deals with DiSC Profiles in conflict mode. Want to know more? Please contact me by email or on LinkedIn to discuss arrangements for a presentation on DiSC profiles to your organization.
Link: Free Online DISC Assessment at: https://free.peoplekeys.com.
O documento define atendimento ao cliente e descreve valores, políticas e papéis relacionados a fornecer um bom atendimento. Ele também discute técnicas de vendas como perguntas abertas e fechadas, apresentação de soluções, e superação de objeções.
This document discusses behavioral styles and how understanding one's own style and the styles of others can improve communication and relationships. It identifies four main styles: Doves (relationship-oriented), Eagles (results-oriented), Owls (detail-oriented), and Peacocks (socially-oriented). The objectives are to discover one's own style, learn how to adjust style when working with others, understand commonalities within styles and how styles influence actions. It provides descriptions of how each style behaves in stressful situations and what each style needs, as well as tips on identifying styles, listening, adjusting style, and improving communication.
Comunicação mais eficaz com o modelo DiSCmiguelcabral
Breve apresentação sobre o modelo comportamental DiSC no contexto da comunicação, nomeadamente no âmbito da saúde. Conteúdo maioritariamente obtido em www.manager-tools.com
This document summarizes a DiSC workshop about understanding behavioral styles. It discusses the DiSC model, which categorizes people into four main styles based on priorities and preferences. Participants learn their own primary style and how to identify others' styles. The goal is developing self-awareness and adapting to communicate and work more effectively with different styles on a team. Participants complete worksheets to analyze their own and teammates' styles to understand preferences, blind spots, and how to adapt their approach for better outcomes through open communication.
Essential Strategies to Put DiSC Principles into Action. Learn how to increase communication effectiveness and team engagement.
Learn about your personal DiSC profile style
Discover people reading to connect with coworkers
Drive team engagement with DiSC strategies for communication
Understand your DiSC priorities
Learn how to recognize other DiSC styles
O documento discute como melhorar o atendimento ao cliente em três pontos: (1) entender as necessidades do cliente, (2) resolver seus problemas de forma rápida e eficaz, e (3) superar suas expectativas para garantir excelência no atendimento.
This document outlines the objectives and content of a session on understanding and using social styles. The objectives are to:
1) Gain an understanding of the social style model
2) Determine one's own social style through a self-assessment
3) Learn how one's own behavior is viewed by others and how to interact effectively with different styles
The document introduces key concepts like behaviors, personality, the four social styles according to levels of assertiveness and responsiveness, and strategies for improving interactions and versatility. Self-assessments are used to determine one's own social style and versatility. Activities are designed to help participants apply the concepts.
The second slide presentation in a series I teach on DiSC Profiles. This presentation is intended for use in a classroom setting and deals with DiSC Profiles in conflict mode. Want to know more? Please contact me by email or on LinkedIn to discuss arrangements for a presentation on DiSC profiles to your organization.
Link: Free Online DISC Assessment at: https://free.peoplekeys.com.
O documento define atendimento ao cliente e descreve valores, políticas e papéis relacionados a fornecer um bom atendimento. Ele também discute técnicas de vendas como perguntas abertas e fechadas, apresentação de soluções, e superação de objeções.
This document discusses behavioral styles and how understanding one's own style and the styles of others can improve communication and relationships. It identifies four main styles: Doves (relationship-oriented), Eagles (results-oriented), Owls (detail-oriented), and Peacocks (socially-oriented). The objectives are to discover one's own style, learn how to adjust style when working with others, understand commonalities within styles and how styles influence actions. It provides descriptions of how each style behaves in stressful situations and what each style needs, as well as tips on identifying styles, listening, adjusting style, and improving communication.
Comunicação mais eficaz com o modelo DiSCmiguelcabral
Breve apresentação sobre o modelo comportamental DiSC no contexto da comunicação, nomeadamente no âmbito da saúde. Conteúdo maioritariamente obtido em www.manager-tools.com
This document summarizes a DiSC workshop about understanding behavioral styles. It discusses the DiSC model, which categorizes people into four main styles based on priorities and preferences. Participants learn their own primary style and how to identify others' styles. The goal is developing self-awareness and adapting to communicate and work more effectively with different styles on a team. Participants complete worksheets to analyze their own and teammates' styles to understand preferences, blind spots, and how to adapt their approach for better outcomes through open communication.
Essential Strategies to Put DiSC Principles into Action. Learn how to increase communication effectiveness and team engagement.
Learn about your personal DiSC profile style
Discover people reading to connect with coworkers
Drive team engagement with DiSC strategies for communication
Understand your DiSC priorities
Learn how to recognize other DiSC styles
O documento discute como melhorar o atendimento ao cliente em três pontos: (1) entender as necessidades do cliente, (2) resolver seus problemas de forma rápida e eficaz, e (3) superar suas expectativas para garantir excelência no atendimento.
This document provides an introduction and overview of the SOCIAL STYLES model. It discusses the objectives of understanding one's own social style and how it can help improve interactions with others. It defines key concepts like behavior, personality, assertiveness and responsiveness. It introduces the four social styles - analytical, driving, amiable and expressive - and how they are positioned based on levels of assertiveness and responsiveness. The document provides tools and exercises for participants to determine their own social style and develop strategies to improve effectiveness with others.
This document provides an overview of the DISC behavioral assessment tool. It begins with an agenda for a workshop on DISC that will cover introductions, a DISC overview, behavioral styles, DISC profiles, and applications to sales. It then discusses what participants can learn, including about themselves and others. The document defines what DISC is and is not, specifically that it is about observable behaviors and not about intelligence, values, skills or education. It provides histories of behavioral observation and the development of DISC. It then gives descriptions of each of the four main behavioral styles - D (Dominant), I (Influencing), S (Steady), and C (Conscientious) - including their tendencies, motivations
Slide deck going over DISC S personality types. Learn what Supporter personalities are, their strengths and blind spots, how they prefer to work, what they are motivated by, what they are drained by, and common jobs that they enjoy.
Soft skill training can help individuals overcome fears, achieve goals, explore themselves, and become smarter. The training covers topics like time management, communication, leadership, problem solving, and teamwork.
Nucot is a top ranked company for ITSM and ITIL training that offers comprehensive hiring solutions. They consider fresh graduates from the time they join through becoming productive employees. Their flexible training increases employability levels two-fold and they have a track record of excellent placements, even placing more graduates than some engineering colleges.
DiSC® is the leading personal assessment tool used by over 1 million people every year to improve work productivity, teamwork and communication. Be modern :)
Slide deck going over DISC IS personality types. Learn what Harmonizer personalities are, their strengths and blind spots, how they prefer to work, what they are motivated by, what they are drained by, and common jobs that they enjoy.
5 key skills are outlined for successful relationship management: establish credibility, tailor communications strategically, network widely to attract high-value relationships and opportunities, become a trusted advisor by helping others achieve their goals, and create and leverage value in every interaction. Relationship management requires discipline and mastery like fitness training, with the goal of progressing to advanced levels through continuous improvement in behaviors, attitudes, and techniques.
Description: http://www.karrass.com - A negotiation motivator is what moves people to participate in an negotiation. The Iceberg Theory offers one way of understanding and accessing the other party's negotiation motivators.
For this slideshow, Mark Hozza describes the characteristics of a micromanager in the workplace and how they can hinder the creativity of their employees.
Communication skills-magic-e book-freechaptersManish Jhurani
This document introduces the reader to improving communication skills through better understanding of personality styles. It discusses how understanding your own personality style as well as the styles of others can help you communicate more effectively. The document promotes a behavioral model called DISC which categorizes personalities into four main styles: Dominance, Influence, Steadiness, and Conscientiousness. Readers are invited to learn about their own style and how to recognize and communicate better with others of different styles. Understanding personality differences is presented as a way to improve relationships and productivity.
Customer Experience (CX) Journey is not just about delighting customers, it is much beyond that. Find out how to deliver a superior customer experience.
This document provides an overview of topics related to professionalism in an office setting, including grooming, soft skills, office etiquette, behavioral expectations, and reporting. It discusses the importance of grooming and maintaining a tidy appearance; outlines soft skills like effective communication, body language, and telephone etiquette; describes proper workplace behavior and etiquette; and explains the purpose and benefits of reporting.
How often have you been in a situation that did not go as expected - and you have no idea why? Or have you seen others make the same mistakes over and over again and be surprised when they get the same results?
This will give you an insight into why, and more importantly help you take the first steps to a new, successful path.
The document provides information on effective verbal and non-verbal communication. It discusses key aspects of communication such as listening skills, body language, facial expressions, gestures, eye contact, posture, and proximity. Effective communication involves both verbal and non-verbal elements working together to convey your message.
This document provides an overview of a presentation on soft skills. It discusses the history of soft skills, definitions of soft skills, current understandings of soft skills, and the importance of soft skills. It also lists the top 10 recognized soft skills according to a 2012 study and provides an A-Z listing of soft skills. The document outlines the presentation agenda which includes self-evaluation tests, exercises, short stories, and videos. It then delves into more detail on specific soft skills such as communication, etiquette, ethics, friendship, group work, and humor.
Developing the Coaching Skills for Your Managers and LeadersErin Boettge
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma.
Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important?
In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development?
In this webinar you’ll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A “coaches toolkit” that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
This is presentation focuses on effective delivery of information, how do you walk through your entire presentation while moving with your audience and delivering messages to remember.
Interpersonal Skills are the life skills we use every day to communicate and interact with other people, both individually and in groups. People who have worked on developing strong interpersonal skills are usually more successful in both their professional and personal lives.
This document provides an overview of Blake and Mouton's Managerial Grid leadership theory. The theory proposes that there are two dimensions of leadership styles - concern for production and concern for people. These dimensions can be plotted on a grid, creating five potential leadership styles: impoverished management, task management, middle-of-the-road, country club, and team management. Each style is defined by its relative positioning on the concern for production and concern for people axes.
Chapter 2 Traits, Behaviors, and RelationshipsNOT FOR SALEstelaJeffery653
Chapter 2: Traits, Behaviors, and Relationships
NOT FOR SALE
YOUR LEADERSHIP CHALLENGE
After reading this chapter, you should be able to:
• Outline some personal traits and characteristics that are associated with effective leaders.
• Identify your own traits that you can transform into strengths and bring to a leadership role.
• Distinguish among various roles leaders play in organizations, including operations roles, collaborative
roles, and advisory roles, and where your strengths might best fit.
• Recognize autocratic versus democratic leadership behavior and the impact of each.
• Know the distinction between people-oriented and task-oriented leadership behavior and when each
should be used.
• Understand how the theory of individualized leadership has broadened the understanding of
relationships between leaders and followers.
• Describe some key characteristics of entrepreneurial leaders.
CHAPTER OUTLINE
36 The Trait Approach
41 Know Your Strengths
43 Behavior Approaches
52 Individualized Leadership
55 Entrepreneurial Traits and
Behaviors
In the Lead
40 Marissa Mayer, Yahoo
45 Warren Buffett, Berkshire
Hathaway
47 Col. Joe D. Dowdy and Maj. Gen.
James Mattis, U.S. Marine Corps
50 Denise Morrison, Campbell Soup
Company, and Michael Arring-
ton, TechCrunch
Leader’s Self-Insight
40 Rate Your Optimism
47 What’s Your Leadership
Orientation?
55 Your ‘‘LMX’’ Relationship
Leader’s Bookshelf
38 Give and Take: A Revolutionary
Approach to Success
Leadership at Work
58 Your Ideal Leader Traits
Leadership Development:
Cases for Analysis
58 Consolidated Products
60 Transition to Leadership
S
oon after her husband was elected the first African American president in the
United States, Michelle Obama appeared on ‘‘The Tonight Show’’ wearing a
stylish outfit consisting of a pencil skirt, a yellow and brown tank top, and a
mustard yellow cardigan. When then-host Jay Leno asked about her wardrobe, say-
ing ‘‘I’m guessing about 60 grand? Sixty, 70 thousand for that outfit?’’ she replied,
‘‘Actually, this is a J. Crew ensemble.’’ The audience roared. Obama also incorpo-
rated J. Crew items into her inauguration look. The man behind J. Crew, Millard S.
(Mickey) Drexler, is a retail legend, known as both a visionary and something of a
control freak. He turned Gap into a global fashion powerhouse in the 1990s, started
Old Navy a decade or so later, and transformed J. Crew into a cult brand in the
early years of the twenty-first century. When he took over as CEO, J. Crew was
deeply in debt and struggling to survive. At the age of 70, Drexler is still going
strong, but his leadership style and tendency to micromanage and focus on every
detail, from vetting every new employee to deciding on the size of pockets or the
look of a label, has recently come under scrutiny. By late 2015, even though J. Crew
was still popular, sales were falling and the magic was fading. Yet owners continued
to support Drexler and give him free rein as CEO. ...
This document provides an introduction and overview of the SOCIAL STYLES model. It discusses the objectives of understanding one's own social style and how it can help improve interactions with others. It defines key concepts like behavior, personality, assertiveness and responsiveness. It introduces the four social styles - analytical, driving, amiable and expressive - and how they are positioned based on levels of assertiveness and responsiveness. The document provides tools and exercises for participants to determine their own social style and develop strategies to improve effectiveness with others.
This document provides an overview of the DISC behavioral assessment tool. It begins with an agenda for a workshop on DISC that will cover introductions, a DISC overview, behavioral styles, DISC profiles, and applications to sales. It then discusses what participants can learn, including about themselves and others. The document defines what DISC is and is not, specifically that it is about observable behaviors and not about intelligence, values, skills or education. It provides histories of behavioral observation and the development of DISC. It then gives descriptions of each of the four main behavioral styles - D (Dominant), I (Influencing), S (Steady), and C (Conscientious) - including their tendencies, motivations
Slide deck going over DISC S personality types. Learn what Supporter personalities are, their strengths and blind spots, how they prefer to work, what they are motivated by, what they are drained by, and common jobs that they enjoy.
Soft skill training can help individuals overcome fears, achieve goals, explore themselves, and become smarter. The training covers topics like time management, communication, leadership, problem solving, and teamwork.
Nucot is a top ranked company for ITSM and ITIL training that offers comprehensive hiring solutions. They consider fresh graduates from the time they join through becoming productive employees. Their flexible training increases employability levels two-fold and they have a track record of excellent placements, even placing more graduates than some engineering colleges.
DiSC® is the leading personal assessment tool used by over 1 million people every year to improve work productivity, teamwork and communication. Be modern :)
Slide deck going over DISC IS personality types. Learn what Harmonizer personalities are, their strengths and blind spots, how they prefer to work, what they are motivated by, what they are drained by, and common jobs that they enjoy.
5 key skills are outlined for successful relationship management: establish credibility, tailor communications strategically, network widely to attract high-value relationships and opportunities, become a trusted advisor by helping others achieve their goals, and create and leverage value in every interaction. Relationship management requires discipline and mastery like fitness training, with the goal of progressing to advanced levels through continuous improvement in behaviors, attitudes, and techniques.
Description: http://www.karrass.com - A negotiation motivator is what moves people to participate in an negotiation. The Iceberg Theory offers one way of understanding and accessing the other party's negotiation motivators.
For this slideshow, Mark Hozza describes the characteristics of a micromanager in the workplace and how they can hinder the creativity of their employees.
Communication skills-magic-e book-freechaptersManish Jhurani
This document introduces the reader to improving communication skills through better understanding of personality styles. It discusses how understanding your own personality style as well as the styles of others can help you communicate more effectively. The document promotes a behavioral model called DISC which categorizes personalities into four main styles: Dominance, Influence, Steadiness, and Conscientiousness. Readers are invited to learn about their own style and how to recognize and communicate better with others of different styles. Understanding personality differences is presented as a way to improve relationships and productivity.
Customer Experience (CX) Journey is not just about delighting customers, it is much beyond that. Find out how to deliver a superior customer experience.
This document provides an overview of topics related to professionalism in an office setting, including grooming, soft skills, office etiquette, behavioral expectations, and reporting. It discusses the importance of grooming and maintaining a tidy appearance; outlines soft skills like effective communication, body language, and telephone etiquette; describes proper workplace behavior and etiquette; and explains the purpose and benefits of reporting.
How often have you been in a situation that did not go as expected - and you have no idea why? Or have you seen others make the same mistakes over and over again and be surprised when they get the same results?
This will give you an insight into why, and more importantly help you take the first steps to a new, successful path.
The document provides information on effective verbal and non-verbal communication. It discusses key aspects of communication such as listening skills, body language, facial expressions, gestures, eye contact, posture, and proximity. Effective communication involves both verbal and non-verbal elements working together to convey your message.
This document provides an overview of a presentation on soft skills. It discusses the history of soft skills, definitions of soft skills, current understandings of soft skills, and the importance of soft skills. It also lists the top 10 recognized soft skills according to a 2012 study and provides an A-Z listing of soft skills. The document outlines the presentation agenda which includes self-evaluation tests, exercises, short stories, and videos. It then delves into more detail on specific soft skills such as communication, etiquette, ethics, friendship, group work, and humor.
Developing the Coaching Skills for Your Managers and LeadersErin Boettge
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma.
Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important?
In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development?
In this webinar you’ll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A “coaches toolkit” that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
This is presentation focuses on effective delivery of information, how do you walk through your entire presentation while moving with your audience and delivering messages to remember.
Interpersonal Skills are the life skills we use every day to communicate and interact with other people, both individually and in groups. People who have worked on developing strong interpersonal skills are usually more successful in both their professional and personal lives.
This document provides an overview of Blake and Mouton's Managerial Grid leadership theory. The theory proposes that there are two dimensions of leadership styles - concern for production and concern for people. These dimensions can be plotted on a grid, creating five potential leadership styles: impoverished management, task management, middle-of-the-road, country club, and team management. Each style is defined by its relative positioning on the concern for production and concern for people axes.
Chapter 2 Traits, Behaviors, and RelationshipsNOT FOR SALEstelaJeffery653
Chapter 2: Traits, Behaviors, and Relationships
NOT FOR SALE
YOUR LEADERSHIP CHALLENGE
After reading this chapter, you should be able to:
• Outline some personal traits and characteristics that are associated with effective leaders.
• Identify your own traits that you can transform into strengths and bring to a leadership role.
• Distinguish among various roles leaders play in organizations, including operations roles, collaborative
roles, and advisory roles, and where your strengths might best fit.
• Recognize autocratic versus democratic leadership behavior and the impact of each.
• Know the distinction between people-oriented and task-oriented leadership behavior and when each
should be used.
• Understand how the theory of individualized leadership has broadened the understanding of
relationships between leaders and followers.
• Describe some key characteristics of entrepreneurial leaders.
CHAPTER OUTLINE
36 The Trait Approach
41 Know Your Strengths
43 Behavior Approaches
52 Individualized Leadership
55 Entrepreneurial Traits and
Behaviors
In the Lead
40 Marissa Mayer, Yahoo
45 Warren Buffett, Berkshire
Hathaway
47 Col. Joe D. Dowdy and Maj. Gen.
James Mattis, U.S. Marine Corps
50 Denise Morrison, Campbell Soup
Company, and Michael Arring-
ton, TechCrunch
Leader’s Self-Insight
40 Rate Your Optimism
47 What’s Your Leadership
Orientation?
55 Your ‘‘LMX’’ Relationship
Leader’s Bookshelf
38 Give and Take: A Revolutionary
Approach to Success
Leadership at Work
58 Your Ideal Leader Traits
Leadership Development:
Cases for Analysis
58 Consolidated Products
60 Transition to Leadership
S
oon after her husband was elected the first African American president in the
United States, Michelle Obama appeared on ‘‘The Tonight Show’’ wearing a
stylish outfit consisting of a pencil skirt, a yellow and brown tank top, and a
mustard yellow cardigan. When then-host Jay Leno asked about her wardrobe, say-
ing ‘‘I’m guessing about 60 grand? Sixty, 70 thousand for that outfit?’’ she replied,
‘‘Actually, this is a J. Crew ensemble.’’ The audience roared. Obama also incorpo-
rated J. Crew items into her inauguration look. The man behind J. Crew, Millard S.
(Mickey) Drexler, is a retail legend, known as both a visionary and something of a
control freak. He turned Gap into a global fashion powerhouse in the 1990s, started
Old Navy a decade or so later, and transformed J. Crew into a cult brand in the
early years of the twenty-first century. When he took over as CEO, J. Crew was
deeply in debt and struggling to survive. At the age of 70, Drexler is still going
strong, but his leadership style and tendency to micromanage and focus on every
detail, from vetting every new employee to deciding on the size of pockets or the
look of a label, has recently come under scrutiny. By late 2015, even though J. Crew
was still popular, sales were falling and the magic was fading. Yet owners continued
to support Drexler and give him free rein as CEO. ...
This document discusses leadership styles and interpersonal trust in organizational settings. It aims to study different leadership styles using the Multifactor Leadership Questionnaire and understand their relationship with interpersonal trust among employees, as measured by an Interpersonal Trust Scale. Specifically, it seeks to understand how leadership style impacts employee trust and how choosing the right style for a given situation can increase trust within an organization.
Hey groupmates! Please check out your parts.
It's still incomplete (I'm still converting our video) so please bear with me. For the mean time, please practice your parts na muna.
Bodi, your part is not there yet so practice the ppt you made muna. =p
PersonalityLeadership LinkageThere is a link between an individ.docxmattjtoni51554
Personality/Leadership Linkage
There is a link between an individual’s personality and the leadership style with which individuals are most comfortable and therefore more likely to use. The connection between personality and leadership style has been well noted by several researchers and leadership specialists (Bass, 2000, 2008; Pillai, Schriesheim, & Williams, 1999; de Charon, 2003).
It is important to understand your natural leadership style…so you can capitalize on your natural leadership strengths (or be aware of and address your natural weaknesses) for your career development, self-fulfillment and success at the workplace.
Journal of Leadership Education Volume 8, Issue 2 – Fall 2009 114
The 16 personality types created by Myers and Briggs (Myers & McCaulley, 1985) and adapted by Keirsey and Bates (1984) are a combination of:
EI (extroversion or introversion)
EI are ways in which people gather energy. E types are people who recharge when they are around people. I types are those who need solitude to re-energize.
SN (sensing or intuition)
S types are those who thrive on facts and Ns are those who tend to make decisions based on hunches.
TF (thinking or feeling)
T types are logical and objective in the decisions they make and Fs are more subjective and take things personally.
PJ (perceiving or judging).
Ps like to keep their options open and Js prefer deadlines.
No type is better than the other. They are all just ways in which we interact with the world and make decisions. Understanding these differences can, however, provide insights.
Being a Leader
Everyone, at some time in life, is asked to be a leader, whether to lead a classroom discussion, coach a children’s soccer team, or direct a fund-raising campaign. Many situations require leadership. A leader may have a high profile (e.g., an elected public official) or a low profile (e.g., a volunteer leader in Big Brothers Big Sisters), but in every situation there are leadership demands placed on the individual who is the leader.
Being a leader is challenging, exciting, and rewarding, and carries with it many responsibilities. This chapter discusses different ways of looking at leadership and their impacts on what it means to be a leader.
DEFINING LEADERSHIP
At the outset, it is important to address a basic question: What is leadership? Scholars who study leadership have struggled with this question for many decades and have written a great deal about the nature of leadership (Antonakis, Cianciolo, & Sternberg, 2004; Bass, 1990; Conger & Riggio, 2007). In leadership literature, more than 100 different definitions of leadership have been identified (Rost, 1991). Despite these many definitions, a number of concepts are recognized by most people as accurately reflecting what it is to be a leader.
INTRODUCTION TO LEADERSHIP
Leadership has long intrigued humankind and has been the topic of extensive literature for centuries. The earliest writings include philosophies of leade.
People’S Beliefs On How Individuals Become Leaders AffectMiles Priar
1. Early leadership theories focused on distinguishing innate qualities between leaders and followers, while more recent theories emphasize that leadership skills can be learned and developed through training and experience.
2. Great leaders are often described as having innate characteristics like charisma, confidence, intelligence and social skills. However, other theories posit that leaders are made, not born, and that leadership abilities can be developed through teaching and observation.
3. Modern theories have identified important leadership qualities like vision, communication skills, ability to motivate and inspire followers, adaptability to different situations, and learning from experiences. The most effective leadership style
The great man theory of leadership proposed that leaders are born, not made, and that leadership qualities are innate. It asserts that great leaders possess certain qualities like aggression, intuition, courage, and intelligence that mark them as different from ordinary people. However, the theory has been criticized for lacking scientific basis and for ignoring situational factors and the ability to develop leadership skills through training. The path-goal theory later developed by Robert House argues that effective leadership depends on a leader clarifying goals, reducing obstacles, and adapting their style to subordinate needs and the work environment.
The trait approach was one of the earliest systematic attempts to study leadership in the early 20th century. Known as "great man" theories, researchers focused on identifying innate qualities and characteristics possessed by great historical leaders. It was believed that certain people were born with leadership traits that distinguished them from followers. While early research focused on individual traits, later studies in the 1930s-1950s emphasized that leadership was a relationship between people in a social situation and that traits interacted with situational demands on leaders. Today, intelligence, self-confidence, determination, integrity and sociability are considered five major leadership traits according to the trait approach.
Running Head LITERATURE REVIEW ON LEADERSHIP 1LITERATURE RE.docxcowinhelen
Running Head: LITERATURE REVIEW ON LEADERSHIP
1
LITERATURE REVIEW ON LEADERSHIP
4
Leadership
Brandman University
Chad Hurt
OCLU 501: Organizational Research
21 November 2017Abstract
Knowledge does not exist in a vacuum; it has to be obtained from somewhere. Therefore a given work becomes only useful in comparison with other people’s work. This calls for the establishment of what the research study published in connection with the works of other researchers to analyze the development of the subject matter. This paper will present a critical review of the literature that was done in regard to the research questions about leadership. The objective of this literature review is to define leadership and to explain the roles and qualities of good leaders as backed up by scholarly documentation.
Table of Contents
3Introduction
4CRITICAL REVIEW
5Research questions
5Research Question One: Defining who a leader is
6Research Question Two: Stating what the Functions of Leaders are
7Research Question Three: Stating what the qualities of good leaders are
7Conclusion
9REFERENCES
CRITICAL REVIEW
The study will apply the deductive approach in critically reviewing the literature. The approach helps to identify theories and ideas to be used in testing and to develop a conceptual framework for testing the data.
According to James Macgregor (2003) leadership contribute quite much to civilization due to their transformative capabilities. Leaders are not just solvers of problems, but they are the people who can help the society move from one level to another through motivation and morality. Some documents on leadership have suggested that leaders are the people who not only ensure that they do things right but also they are seen doing the right thing. In this regard, which type of leaders would be perceived as doing what is right? This question could bring in some answers with a lot of variations in them, but one thing for sure that will be common is that leaders have one personality trait in them, a passion for leading, though different leaders use different styles to lead. There isn't a dearth of experts in the field of leadership or even sophistication of approaches, but still, there is no consensus on which leadership style is the most effective. As much as individual leadership styles do matter, leadership effectiveness is increasingly believed to be dependent on context and situational factors in which those particular leaders work. Research conducted on 160 CEOs justified that leadership is dependent not so much on what a person is like on the inside but by what the demands of the outside are. Considering temporal changes is essential in dynamics and patterns of leadership behaviors of the task they undertake when conceptualizing their styles effectiveness.
Research questions
The research will seek to answer the questions; who are a leader, what are the striking qualities of a good leader and what are their roles? The exploration of these questions ...
This document summarizes several theories of leadership, including:
1. Trait theories like the Great Man Theory propose that leaders are born with certain inherent qualities and traits. However, later researchers found little agreement on defining traits.
2. Behavioral theories like the Ohio State and University of Michigan studies identified specific leader behaviors like consideration, initiating structure, and production orientation that effectively lead to outcomes.
3. Contingency theories propose that effective leadership depends on matching a leader's style to the situation, like the Fiedler Model and Path-Goal Theory. Overall, the document reviews several prominent leadership theories and some of their limitations.
Leaders can be born with inherent qualities or learn and develop skills over time. The document discusses two main theories - the trait theory, which believes leadership qualities are innate, and the behavioral theory, which argues leadership can be taught. While some are predisposed to leadership, research concludes both nature and nurture play a role, as successful leaders improve their skills continuously. Leaders must have the right traits but also adapt their behaviors to different situations.
Theories of leadership in leadership and team buildingTushar Agarwal
The document discusses several theories of leadership, including:
- The Great Man theory, which proposes that leadership effectiveness is determined by innate qualities of the leader. It focuses on identifying traits of historical leaders but has been criticized.
- Trait theories, which emerged from Great Man theory and suggest leaders possess stable traits like intelligence and charisma. However, research finds no universal trait predictors of leadership success.
- Behavioral theories like the Ohio State and Michigan studies, which evaluate leaders based on behaviors and found consideration of people and task focus are important. Contingency theory also emphasizes the importance of situational factors.
This document provides an overview of leadership by defining it, discussing different perspectives on leadership, and summarizing various leadership concepts and theories. It defines leadership as understanding leadership situations and influencing others to achieve group goals. It also discusses how both education and experience are important for leaders, and how leaders must consider both rational and emotional factors when influencing others. Finally, it notes that leadership requires followers and is everyone's responsibility.
TRADITIONAL MODELS FOR UNDERSTANDING LEADERSHIPEdz Gapuz
The document discusses traditional models for understanding leadership, including trait, behavioral, situational, and contingency approaches. It describes early theories that focused on leaders' traits but shifted to behavioral studies examining leadership as an observable process. The Michigan studies explored patterns of effective leadership behaviors. Situational leadership models emphasized that the most appropriate leadership style depends on characteristics of the situation. Vroom's decision tree approach proposed that the degree of subordinate participation in decision making should match the demands of the situation.
The document discusses what makes a good leader and the differences between leadership and management. It notes that leadership involves setting a new direction or vision, while management focuses on directing resources according to existing plans. Good leadership requires flexible styles that adapt to different situations. Leaders gain respect through honorable character, serving the organization, and concentrating on beliefs, knowledge, and actions that motivate others and provide direction.
The document provides an overview of several leadership theories including:
1. Great Man Theory which assumes that great leaders are born, not made.
2. Trait Theory which focuses on inherent traits and skills that make an effective leader.
3. Behavioral Theory which looks at observable behaviors of successful leaders and assumes leadership can be learned.
4. Contingency Theories examine how leadership style depends on situational factors like follower readiness and ability.
The summary highlights some of the key assumptions, descriptions, and discussions around these influential leadership theories.
Group 9's presentation covered various topics related to leadership including:
1. Definitions of leadership from different sources and theorists.
2. Theories of leadership evolution over time from trait theories to current situational, transformational, and environmental leadership theories.
3. Contexts of leadership in organizations, management, groups, and other species.
4. Styles of leadership including autocratic, participative, and laissez-faire with their characteristics and appropriate contexts.
Cultural intelligence refers to the ability to understand and adapt to unfamiliar cultural contexts. It has three components - cognitive understanding of cultural differences, physical adaptation to new cultural norms, and motivational drive to overcome cultural barriers. Effective leadership styles vary depending on national culture - for example, individual rewards may demotivate in collectivist cultures while job security is valued more in high uncertainty avoidance cultures. Developing cultural intelligence involves understanding one's strengths and weaknesses and receiving training to improve weak areas.
Article Reflection- Read- The third new way- A new source of leadershi.pdfaakarshanelectronic
Article Reflection: Read: The third new way: A new source of leadership by Drath. How does
this compare to the readings from the text. This book is about what it takes to lead. Everyone, at
some time in life, is asked to be a leader, whether to lead a classroom discussion, coach a
children's soccer team, or direct a fund-raising campaign. Many situations require leadership.
Leadership, according to Rost ( 1991 ), is a mutual influence process, involving both leaders and
followers. But, in every leadership situation, expectations and demands are placed upon one or
more individuals to initiate and take responsibility for a decision, an event, or another need. A
leader may have a high profile (e.g., an elected public official) or a low profile (e.g., a volunteer
leader in Big. Brothers Big Sisters), but in every situation, leadership demands are placed on the
individual who is the leader. Being a leader is challenging, exciting, and rewarding, and carries
with it many responsibilities. This chapter discusses different ways of looking at leadership and
their impacts on what it means to be a leader. LEADERSHIP EXPLAINED At the outset, it is
important to address a basic question: What is leadenbip? Scholars who study leadership have
struggled with this question for many decades and have written a great deal about the nature of
leadership (Antonakis, Cianciolo, \& Sternberg, 2004; Bass, 1990; Conger \& Riggio, 2007).
(See Box 1.1.) In leadership litenture, more than 100 different definitions of leadership have
been identified (Rost, 1991). Despite these many definitions, a number of concepts are
recognized by most people as accurately reflecting what it is to be a leader. "Leadership is a
Trait" First, leadership is thought of as a trait. A trait is a distinguishing quality of an individual,
and defining leadership as a trait means that each individual brings to the table certain qualities
that influence the way he or she leads. Some leaders are confident, some are decisive, and still
others are outgoing and sociable. Saying that leadership is a trait places a great deal of emphasis
on the leader and on the leader's special gifts. It follows the INTRODUCTION Why are some
people leaders while others are not? What makes people become leaders? Do leaders have
certain traits? These questions have been of interest for many years. It scems that all of us want
to know what characteristics account for effective leadership. This chapter will address the taits
that are important to leadership. Since the early 20 th century, hundreds of research studies have
been conducted on the traits of leaders. These studies have produced an extensive list of ideal
leadership traits (see Antonakis, Cianciolo, \& Sternberg. 2004; Bass, 1990). The list of
important leadership traits is long and includes such traits as diligence, trustworthiness,
dependability, articulateness, sociability, open-mindedness, intelligence, confidence, self-
assurance, and conscientiousness. Beca.
This document provides a literature review on different leadership styles. It discusses 10 different styles: autocratic, laissez-faire, transformational, transactional, charismatic, democratic, visionary, situational, servant, and participative. For each style, it summarizes the key characteristics and relates findings from other studies. The conclusion states that effective leadership requires a balance of transformational and transactional styles and an ability to adapt one's style to different situations. Overall leadership is important for organizational success.
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The document discusses how the models of Crucial Conversations and SOCIAL STYLE complement each other in understanding communication styles and having productive difficult conversations. Specifically, SOCIAL STYLE identifies different behavioral styles that can help understand how people may react under stress, while Crucial Conversations provides strategies for navigating tense interactions. Together the models provide insights into tailoring communication approaches to different styles to improve conversations.
The document discusses how understanding communication styles using the SOCIAL STYLE model can enhance negotiations based on the principles from the book Getting to Yes. It describes how SOCIAL STYLE helps negotiators understand their own and others' communication preferences, allowing them to focus on interests rather than positions. It provides examples of how different social styles may behave in negotiations and stresses the importance of versatility, empathy, listening and relationship building for achieving mutually beneficial outcomes.
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Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Social Style and The Extraordinary Leader Whitepaper
1. A T R A C O M G R O U P W H I T E P A P E R
SOCIAL STYLESM and the
Extraordinary Leader
Are great leaders born or are they made? In their book The Extraordinary Leader1, Jack
Zenger and Joe Folkman look at research on leadership and show not only that leadership
can be developed, but that essential leadership skills are relatively few in number. Further,
virtually no leaders possess all of these skills, nor do they have the same patterns of skills.
The researchers found that there are different styles of leadership, but they can all be
great. The Extraordinary Leader and SOCIAL STYLE Models are complementary and can
be used in conjunction to help leaders succeed. This whitepaper looks at the connection
between these two compelling models of performance.
OVERVIEW
SOCIAL STYLE Connections
SOCIAL STYLE is the world’s most effective interpersonal skills model. The Connections
Whitepaper Series looks at how SOCIAL STYLE complements and supports other popular
workplace programs including Situational Leadership, Emotional Intelligence, Crucial
Conversations, SPIN Selling, and The Five Dysfunctions of a Team.
SOCIAL STYLE
Connections
2. 1
The MYTH of the Born Leader
www.socialstyle.com
SOCIAL STYLE and the Extraordinary Leader
Over the years there has been a persistent belief that exceptional leaders
are naturally gifted, and that they possess myriad abilities beyond the
grasp of the rest of us. This has been referred to as the “Great Man”
theory of leadership, and it is a myth. In their book The Extraordinary
Leader1, Jack Zenger and Joe Folkman drive a convincing nail into the
coffin of this outdated theory. With thorough research at their disposal,
they show not only that leadership can be developed, but that essential
SOCIAL STYLEsm and the Extraordinary Leader
leadership skills are relatively few in number. Further, virtually no leaders
possess all of these skills, nor do they have the same patterns of skills:
“Rather than identifying a consistent profile or style that always worked
for every person, what we found was a tremendous variety in the style,
approach, and makeup of extraordinary leaders” (p. 110). The
researchers found that there are different styles of leadership, but they can all be great.
The Extraordinary Leader and SOCIAL STYLE Models are complementary and can be used
in conjunction to help leaders succeed. The Extraordinary Leader Model is a
straightforward, research-based look at the most important “building blocks” of effective
leadership. Likewise, just as Zenger and Folkman have helped decipher the essence of
great leadership, SOCIAL STYLE presents a clear and effective method for understanding
behavioral style. Leaders who practice the SOCIAL STYLE and Versatility method can
enhance their abilities within the leadership competencies outlined by the Extraordinary
Leader Model. This paper discusses the compatibility of the two Models, and shows how
SOCIAL STYLE and Versatility serve as a foundational element to help propel leaders
toward becoming extraordinary leaders.
3. 2
The Extraordinary Leader: An Overview
www.socialstyle.com
When Zenger and Folkman set out to write
their book on exceptional leadership, they
wanted to separate themselves from the
crowded field of leadership books by
PABILITY
INTERP
basing their teachings on empirical
LEADING CH
ULTS
CHARACTER
research. Unlike many other leadership
ON RES
PERSONAL CA
ERSON
theories, they presented a model that is
based on verifiable research results. What
ANGE
AL SKIL
FOCUS
their research showed is that extraordinary
SOCIAL STYLEsm and the Extraordinary Leader
leaders do not possess a complex set of
competencies. Instead, the most important
LS
aspects of leadership can be categorized
into five clusters, which are diagrammed
as five poles to a leadership tent.
They found that the five most important elements for leaders are Character, Personal Capability, Focus
on Results, Interpersonal Skills, and Leading Organizational Change. Each of these building blocks is
made up of specific competencies, and there are a total of sixteen competencies in the Model.
Character: Character is the center pole of the tent, and all other abilities radiate from it. Without high
character, a leader is almost certain to fail. However, character is necessary, but not sufficient, for
great leadership. Other abilities are also required. Some of the ways in which Character is displayed
include: making decisions with the organization in mind, keeping commitments, walking the talk,
and being a role model.
Personal Capability: This cluster of abilities does not contain skills that most people would describe as
leadership skills, but the research showed they must be in place for leaders to be seen as
exceptional. These capabilities include: technical and professional knowledge, analysis and
problem-solving, innovation, initiative, and effective use of information technology.
Focus on Results: Effective leaders have to focus on results, and some of the ways they do this
include: establishing stretch goals, taking responsibility for outcomes, setting challenging targets,
and initiating new projects.
Interpersonal Skills: Along with Character, this pole supports the most canvas on the leadership tent.
The authors’ research shows that Interpersonal Skills includes more differentiating competencies
than any other cluster, and includes skills such as: communicating powerfully and prolifically,
inspiring others, building positive relationships, developing others, and being open to new ideas.
Leading Organizational Change: Change is a fact of life in modern organizations, and leaders who are
effective change agents have the ability to: be change champions, lead projects, market their
efforts, and take a strategic perspective.
Through their research, one of the key insights the authors discovered is that leaders are made, not
born. People can learn and improve their leadership effectiveness through self-development.
4. 3
How SOCIAL STYLE and Versatility
www.socialstyle.com
Contribute to Extraordinary Leadership
Many of the key findings from the Zenger and Folkman research are similar to TRACOM’s
research and insights. We know that people of any SOCIAL STYLE can be great leaders;
there is no single best SOCIAL STYLE of leadership. Not only can leadership be developed,
but the best way to develop is to focus on strengths, and balance these strengths with
other abilities. The authors discuss the importance of remedying “fatal flaws,” and note that
these debilitating shortcomings are distinct from the more typical weaknesses that leaders
possess, which are not necessarily hindrances to success. They state that these fatal flaws
SOCIAL STYLEsm and the Extraordinary Leader
“are not intellectual deficiencies, but much more on the ‘emotional intelligence’ or
interpersonal side of the equation. These flaws arise from emotional and behavioral
dimensions and seldom from a dearth of knowledge or technical incompetence.” (p. 160).
Finally, a key aspect that both Models share in common is the understanding that changing
behaviors is the best strategy for changing leadership effectiveness. By participating in
interpersonal skill-building programs, leaders can learn and practice new behaviors, and
this results in a transformation of their attitudes and effectiveness.
While there are many ways that the Models are complementary, let’s examine how SOCIAL
STYLE and Versatility contributes to the Extraordinary Leader Model through some
examples. As you’ll see, Style and Versatility add value by helping leaders understand and
manage themselves, and also provides insight into understanding and capitalizing on the
natural strengths of their followers.
5. 4
The Leader’s Style
www.socialstyle.com
Having strength in any single building block is not enough to make
a person stand out as an extraordinary leader. A leader with
great Personal Capability, but average abilities in the other
areas, will likely not be perceived as an extraordinary
leader. The more strengths the better, and one of the
ways for leaders to extend their effectiveness is to
balance existing strengths by developing other
skills. Zenger and Folkman refer to the
development of multiple abilities as
SOCIAL STYLEsm and the Extraordinary Leader
“powerful combinations” because it helps
propel leaders to the top echelons of
leadership effectiveness.
Different SOCIAL STYLES are naturally suited to specific
abilities. For example, Amiable Style leaders are often skilled in their interpersonal effectiveness.
They develop and maintain good relationships with their followers, peers, and others. They are often
good listeners and are open to the input and ideas of their people. These characteristics help
Amiable Style leaders be proficient at Interpersonal Skills, one of the building blocks for
extraordinary leadership. After all, their Style Need is Personal Security and therefore they
focus on maintaining good relationships.
While these behaviors might be natural strengths, Amiable Style leaders may lack other critical
abilities, and this can prevent them from becoming great leaders. For example, it is not uncommon
to encounter Amiable Style leaders who are centered on maintaining good relationships, but who
lack Focus on Results. They have not developed competency in this area because they are focused
on people and relationships, and they simply don’t invest time and energy into this skill set.
However, instead of toning down their Interpersonal Skills and being more hard-nosed, as some
people might recommend, Amiable Style leaders should balance this natural skill set by learning and
practicing how to focus on results (as well as other abilities as necessary). By doing this, these
leaders will improve their followers’ confidence in them by showing that they are highly capable
leaders who can make things happen, in addition to being human beings who care about them.
These leaders are creating a powerful interaction effect by combining skills in one competency with
skills in another competency. In fact, Zenger and Folkman’s research shows that of those leaders
who were in the top quartile on both Builds Relationships and Drives for Results (two of the sixteen
differentiating competencies), 72 percent were at the 90th percentile of overall leadership
effectiveness. Of leaders who possessed only one of these abilities, only between 12 and 14 percent
were in the 90th percentile of leadership effectiveness.
6. 5
The Leader’s Style
www.socialstyle.com
SOCIAL STYLE and Versatility can help Amiable Style leaders,
and leaders of all Styles, achieve greatness by showing them
straightforward ways of making simple adjustments to their
behavior that will help them focus on results. For instance, the
Growth Action for Amiable Style people is to “initiate.” These
leaders are hesitant to take action or alter the status quo.
They are naturally more risk-averse and don’t want to upset
others by making dramatic changes. However, by taking the
very simple step of establishing stretch goals, both for
SOCIAL STYLEsm and the Extraordinary Leader
themselves and others, they can enhance their effectiveness.
Their followers will feel more confident in them because they
will see them as actively promoting projects and pursuing
goals. Leaders who focus on results, in addition to people, will
enhance their success because people will be more
supportive of their goals and therefore more likely to help
them meet those goals.
Beyond Style-specific strategies, the Versatility Model consists of emotional intelligence
competencies that are fundamental for increasing not only Interpersonal Skills, but for helping
manage the fatal flaws that can undermine a leader’s effectiveness. By practicing strategies
for increasing abilities within the four areas of Image, Presentation, Competence, and
Feedback, leaders can help ensure that they do not fall victim to the career de-railers
described by Zenger and Folkman. To continue our example, many Amiable Style leaders
possess Feedback skills, such as empathy and the ability to build good interpersonal
relationships. However, they may lack some of the Competence skills, such as flexibility,
perseverance, and innovation. The Versatility Model provides practical strategies for
developing these skills.
7. 6
The Follower’s Style
www.socialstyle.com
Working on personal abilities is, of course, fundamental for achieving leadership effectiveness. But
there is another very important aspect to the leadership equation - followers. SOCIAL STYLE
contributes not only to self-awareness and self-management, but to awareness of followers and how to
effectively manage those relationships.
SOCIAL STYLE and Versatility shows leaders how they can enhance the effectiveness of their followers.
By understanding the Styles of their followers, leaders can help them focus on their areas of strength
and can develop well-rounded teams of individuals that complement one another. As Zenger and
Folkman write, “For an organization to have exceptional leadership ability, it needs to assemble the right
SOCIAL STYLEsm and the Extraordinary Leader
team with ample diversity and talent to maximize the collective influence of the team” (p. 19).
For example, an Analytical Style follower may have natural abilities within the building block of Personal
Capability. This person has extensive technical expertise, is adept at analyzing and solving problems,
and stays current with her field. These are all related to the Analytical Style need – To Be Right. A leader
who is aware of these Style tendencies will be in a good position to highlight the Analytical person’s
strengths and help her make the most of those. The leader will develop the ability to communicate in
ways she prefers, give her the time she needs to complete her projects, and understand how to involve
her in discussions and decision-making. Each Style has preferences for these activities, and meeting
these preferences brings out the natural strengths of individual team members. By helping individual
followers develop their natural strengths, leaders are ensuring that the next generation of leaders will be
well prepared. Because this is so important, “developing others” is one of the competencies in the
Extraordinary Leadership Model, under the Interpersonal Skills category.
As we’ve seen through these examples, leaders who practice the fundamentals of the SOCIAL STYLE
Model can meaningfully increase their effectiveness across the most important building blocks of
leadership. There is one particular element of leadership effectiveness that deserves special mention,
and we discuss this next.
8. 7
Versatility and Interpersonal Skills
www.socialstyle.com
Zenger and Folkman make a special
note of the Interpersonal Skills building
block, stating that, along with
Character, it supports the most canvas
on the leadership tent. In fact, of the
sixteen competencies that make up
the five building blocks, one
competency, “inspires and motivates
others to high performance,” is the
SOCIAL STYLEsm and the Extraordinary Leader
single most powerful competency in
predicting overall leadership
effectiveness. Leaders with strong
Interpersonal Skills inspire others. They
also communicate powerfully and
prolifically, build positive relationships
with others, develop the talents of their
followers, are open to new ideas, and
are collaborative, among other abilities.
Versatility is a measure of interpersonal
effectiveness. TRACOM’s research has
found that leaders who excel in
Versatility are seen by their followers as “much more effective” than leaders who score lower in
Versatility. The Extraordinary Leadership Model raises the bar for exceptional leadership. The
authors believe that most leadership development efforts have been aiming too low; therefore they
define strengths on their competencies as being at the 90th percentile. TRACOM also holds this
view. The bar for scoring in the upper quadrant of Versatility is very high, requiring an average of
over 4.0, on a 5-point scale, across all items that measure Versatility. Highly versatile leaders are
exceptional. The good news: Versatility can be learned.
9. 8
Benefits & Summary:
www.socialstyle.com
The Extraordinary Leader Model is a succinct and compelling method for understanding and
developing the most critical skills needed for exceptional leadership. Through convincing
research, it clarifies the abilities that help and hinder leaders, and shows that great leaders are not
perfect, but they are very talented in some areas. Perhaps most important, and most relieving to
all of us, is that these skills can be developed.
In a similar way, the SOCIAL STYLE and Versatility Model demystifies behavioral style and
preferences. The Model provides practical strategies that leaders can use to develop their own
strengths, as well as the strengths of their followers. By utilizing the Model as a foundation for
SOCIAL STYLEsm and the Extraordinary Leader
developing the key competencies outlined in the Extraordinary Leader Model, leaders will be well
positioned to propel themselves into a higher category of effectiveness.
6675 South Kenton Street, Suite 118 1550 N. Technology Way, Bldg. D
Centennial, CO 80111 Orem, UT 84097
303-470-4900 801-705-9375
www.socialstyle.com www.zengerfolkman.com
Related Whitepapers
SOCIAL STYLEsm and Emotional Intelligence
SOCIAL STYLEsm and Crucial Conversations
SOCIAL STYLEsm and Situational Leadership
SOCIAL STYLEsm and The Five Dysfunctions of a Team
SOCIAL STYLEsm and Strengths Based Leadership
SOCIAL STYLE and SPIN Selling
1 Zenger, J. H. & Folkman, J. R. (2009). The extraordinary leader: Turning good managers into great leaders. McGraw-Hill.
10. SOCIAL STYLE
Connections
More Performance Resources
are a Click Away
TRACOM offers a variety of whitepapers, research and productivity tools
to help individuals and organizations achieve high performance
www.socialstyle.com or any of the links below:
The “TRACOM SOCIAL STYLE” Channel features short videos
explaining the SOCIAL STYLE Model and how it benefits Managers,
Sales Professionals and Individual Contributors.
Our High Performance Blog is an interactive forum for discussions on a
wide range of performance topics and our Performance Library is your
one-stop source for all TRACOM resources.
Follow TRACOM using popular Social Media sites including LinkedIn,
Twitter and Facebook.
Watch On-Demand Webinars discussing Emotional
Intelligence and Best Practices in Global Training
OVERVIEW
TRACOM also publishes a SOCIAL STYLE Tip of the Day.
Each Tip contains Style-specific, practical advice for improving
your productivity and that of those around you.