Traditional views of leadership focus on personality and the importance of a powerful vision. However, we now know that effective leaders have different qualities – and personality traits are not a particularly good predictor of success. Instead, we can focus on developing the behaviour that helps build employee motivation, particularly the sustain and guidance provided by managers.
Important leadership qualities connected to high performance include setting clear direction, maintaining personal conviction, acting with integrity, and building positive relationships. appeal is not basic, and can easily contribute to less-effective decision-making. However, clarity of purpose and personal conviction do make a difference. Managers can develop the behaviour that permit them to become more-effective leaders. Not everyone will be charismatic, but it is possible to characterize conviction, and develop the kind of approach that increases the motivation of team members.
The first-step in development involves raising self-awareness. This can be connected to conversations with purpose that encourage feedback, and discussion of new ways of doing things. Being aware of limitations in your own thinking encourages Balanced Processing of information, which is one of the corner-stones of effective leadership. 360 Degree Feedback is an important tool in the time of action.
360 degree feedback is used by many organizations and enables managers to receive feedback from various groups. An in-thoroughness report compares the manager’s self-assessment with feedback from others. This information is particularly useful in the context of coaching and self-development.
Purposeful Conversations with AIMS
Building on 360 degree feedback, there is great possible for managers to use ‘Purposeful Conversations’ with AIMS to help enhance role clarity and involvement of team members. This serves to strengthen motivation and an inner sense of shared purpose. There are four basic elements, which can be summarised as follows:
Active listening and understanding of different views contributes to Balanced Processing of Information. However, this needs to be combined with Insight…
To develop a sense of shared purpose, other people’s ideas or concerns should be discussed in the context of wider objective and priorities. Issues may need to be considered in the context of what is happening in other places, or why change is necessary. This leads on to the third component…
People have a strong inner need to clarify with their work and see it as meaningful. Understanding why responsibilities are important, and having the opportunity to make suggestions, helps build a sense of shared purpose. This is important in unlocking discretionary effort and commitment.
Maintaining high performance over time often method that people need sustain. This may include ensuring sufficient resources and training is provided. Regular review discussions (already 5 minute ‘coffee conversations’) are in themselves a way of providing sustain.
Raising self-awareness by work preference profiling can be the first step in creating insight and cascading Purposeful Conversations with AIMS by the organization.