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Showing posts with the label effective leadership

Exploration and Exploitation as Effective Parts of Leadership

Exploration and Exploitation are two facets of leadership not often discussed in academic circles. Exploration in leadership is a process that leads to new creative breakthroughs and knowledge while exploitation is the process of using that new knowledge in a way that creates the most effective outcomes. Well rounded leaders should be able to explore new ideas and then develop strategies to capitalize on their findings. Exploration makes possible the understanding of new information and gathering knowledge on key issues. Exploitation is the ability implement sound strategies that can meet and achieve organizational objectives. People who are able to expand their current knowledge and then put that knowledge to good use are an asset to the organization. According to Keller & Weibler (2014) both exploration and exploitation comes with certain personality traits. For example exploration is associated with open to experience and environmental dynamism while exploitation are closel

Leadership Traits and Behaviors

Making sense out of leadership literature can be difficult. Sometimes using a meta-analysis of other people’s research can help in creating stronger understanding. Derue, et. al. (2011) reviews the need to integrate leadership into a more cohesive framework by testing four concepts of leader effectiveness, group performance, follower job satisfaction and satisfaction of leadership. Understanding how traits and behaviors match to create effectiveness is important for determining the overall abilities of the leader to meet goals.  Leadership effectiveness is often predicted from the demographics, personality traits, skills and abilities of the leader (Eagly, et. al., 1995). The combination of these factors meshed together into leadership behavior may be most successful.   Therefore, successful leadership relies on both behavior and traits to be effective.  Leadership behavior creates overall effectiveness (Judge & Piccolo, 2004). Behavior is most often goal-oriented in th

Altruism as an Enhancement to Leadership

Leadership is something of interest to businesses administrators, students and politicians. Leadership is often defined using   both its results as well as its traits. Recently, altruism has garnered greater interest among researchers as an additional trait of inclusion in high performance leaders. New research helps to understand what connection altruism has with networking, interpersonal influence, effectiveness and success. Leadership ability often comes from the social capital built within greater networks. Nothing great can be done alone. These networks are described as a purposeful focus on how a person is perceived in relationships (Luthans, et. al, 1988). It is this perception of self that creates positive affectivity by balancing the leader’s personal image with that of others. If you don’t have an understanding of how people are perceiving you it will be impossible to enhance that impression. The researchers further move on to argue that performance, satisfaction