A Yin and Yang Look at the Eight Types of Leaders
By Andy Johnson
In an interesting 2010 study, a team of researchers led by Adam Grant of the Wharton School of the University of Pennsylvania set out to understand a nagging question in the leadership world. Who makes the best leaders?
Adam Grant and I both identify as social introvert. A social introvert is someone who is slower-paced, inward-oriented, and stimulation-averse, who loves people in usually smaller doses, is not shy and enjoys talking long and deeply with them. Though Grant conceded that the literature is extremely biased in favor of extroversion as a prerequisite trait for leadership, he and the research team wanted to test leadership effectiveness as it relates to different kinds of followers. Read More
One of my favorite interview questions to ask candidates is “what’s your ideal environment?” If the environment is not right, skills, values and other intangibles may not matter. Different individuals thrive in different environments. The key to craft an ideal environment is to understand a person’s drivers and primary behavioral style.
In “What’s the Color of your Parachute,” author Richard Nelson Bolles explains there are several variables leading whether a person will be happy with his or her job.
To name just a few, one has to have strong interest in the field or job function. They need to be able to use skills they possess and enjoy using those skills when doing the job. Finally, they need to be happy with the people around them. Read More
By Whit Mitchell
Why do people lose their jobs? Managers hire for skill, but they rarely fire for incompetence. Instead they fire because of bad behavior.
“Bad” behavior comes in many forms. It can be behavior that the manager doesn’t understand, or a reaction to a recent responsibility change or a promotion. What if you had a tool to understand employee behavior? What if that tool could even help you anticipate where an employee might succeed, where an employee might struggle, or where conflict on the team might appear? Well you do, and it’s called DISC. Read More
By Dr. Evans Baiya, innovationenterprise.com, March 2018
Innovation is fundamental to grow and sustain an organization. Yet when it comes to innovation, leaders often make the mistake of involving the wrong team members in the process, which ultimately stalls or kills the initiative.
What if I told you there are just six high-performing innovation personalities that are all necessary to get the innovation job done? While every person on your team is capable of contributing to innovation, they all contribute differently. Personality matters when it comes to innovation projects. And it is not possible to develop and scale an innovation without each of these personalities. Read More
By Courtney Feider, forbes.com, March 2018
We are born with all of the creative gifts we can ever use. Then they are systematically programmed out of us by the demands of modern life.
In 1965, a thoughtful researcher named George Land developed a creativity test for NASA to help select innovative engineers and scientists. The study worked so well in practice that in 1968 he decided to test it on children. Land concluded that it would be very important to test creativity over a period of time. So he analyzed the creativity of 1,600 children ranging from 3-5 years old. He then re-tested the same children at 10 years of age and again at 15 years of age. Read More
By Dr. Evans Baiya, success.com, December 2017
When I work with companies on innovation projects, whether it’s industry-changing new products and services or smaller-scale ideas to streamline internal processes, I often see leaders and their teams struggling to freely ideate and really dive into the brainstorm process. When they do finally get there, it’s a big aha moment, but it takes a while.
The reason is simple: When ideation isn’t second nature, it’s because company culture hasn’t been supporting it. This is understandable. In today’s fast-paced marketplace, there is hardly time for breath, let alone innovative thought and brainstorm sessions around the future of the industry, company or department. Read More
Host Dale Dixon and Executive Advisor Ron Price wrap up their discussion of Authenticity in leadership. Ron talks about why authenticity requires courage, the power of exposing both your weaknesses and your strengths, and the importance of congruence between the three dimensions of leadership. He also explains how authenticity opens the door for leaders to be able to pursue the four great roles of leadership.
Our host Dale Dixon and executive advisor Ron Price continue their conversation about Authenticity, in front of a live audience. Ron talks about authenticity as it relates to a leader’s relationships with others. He identifies the three distinct dimensions of leadership, and discusses why an authentic leader needs to both understand and connect with others. He gives tools leaders can use to understand their teams, and talks about the power of vulnerability.
Host Dale Dixon and Executive Advisor Ron Price record today’s episode in front of a live audience, as they discuss the importance of being an authentic leader. Ron tells us why authenticity starts with first knowing yourself. He gives the four philosophies he believes lead to enhanced self-awareness, and the two places leaders should look for increased self-awareness.
In this short video, Founder and President of Bluewater Advisory, Mark Debinski discusses the four different realms of self-management and why this skill is so important for a leader to master.
In this short video, The Complete Leader faculty and executive advisor, Dr. Lisa Aldisert discusses some of the characteristics that a leader should possess in order to persuade effectively.