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What Your Mind-Set Says About Your Leadership Style
Posted by Insightlink on 01/08/15
Are You Helping or Hurting Your Team?
A common theme that runs through our research for clients, as well as our own normative research, is the power and influence that good and bad leadership has on our feelings towards our jobs. We can work for a ‘great’ company but if our direct supervisor or manager treats us poorly, that can be reason enough to quit and we know that replacing employees is a costly and disruptive consequence.
This is why people in leadership roles must be aware of their impact on their team and take responsibility for how they interact. In a recent Fast Company article by Hans Hanson, he explores the idea that people are guided by one of two mind-sets that control their thinking, decisions and responses. The type of mind-set you have will determine how effective or harmful your, or your boss’s, leadership style is on you and the people on your team. Identify which mind-set describes you or your boss:
1. Fixed Mind-Set
As Hanson says, ‘Leaders emerge over a period of time as people who demonstrate effective communication and interaction skills; a persistent and diligent thought process; an engaging and genuinely caring interest in others; knowledge and awareness, creativity and passion; and, a vision for future success. These are the personal traits allowing a person to become influential. In its truest form, leadership can only be earned gradually, not assigned nor appointed.’
The goal should be to take responsibility for our own thought processes and our own mind-set and work towards developing consistent patterns for effective leadership. It’s fair to say that when it comes to our jobs and where we work, we all want to be empowered and empower those around us, and we want to be engaged not alienated.
Original article here:
AboutInsightlink Communications are experts in employee survey design, data collection and analysis. Since 2001 we've helped companies of all sizes measure and improve their employee satisfaction and engagement.
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