Showing posts with the label leadership skills

Analyzing the Function of Creative and Critical Thought in the Evolution of Leadership

By Dr.   Andree Swanson In the world of leadership and management training, new managers must take a systems approach to analyze the needs of the organization.  To develop an effective management-training program, an incoming leader needs to have a wealth of information at his or her fingertips.  Through a systems analysis approach, the new training leader will be a motivator, coach, guide, collaborator, mentor and teacher to all members of the company.  In addition, leaders must be visionaries, resilient to the ever-changing global economy that exists today, thus, they must know how to gather resources and know how to tap into knowledge.  “Leaders are consumers of information” (Poet, 2003). This approach is what enabled this writer to develop a managing training program for a national rental company.  Through critical and creative leadership, and an understanding of what Vaill (1996, p. 14) called “Permanent White Water”, this author will define: a.      critical thi

Leaders Convert Critical Thinking to Critical Action

Critical decision making is vitally important to accurate assessments and successful strategy. Both current leaders and students have a hard time thinking critically about the nature of events in order to more accurately achieve desired outcomes. Jenkins and Cutchens (2011) have studied the lack of understanding among undergraduate students as well as their ability to apply such concepts to leadership. Such students will eventually become tomorrow’s leaders and will need new skills to compete effectively.  An underlying assumption of all leadership is that people should use interpersonal skills in the environment to increase self-awareness, understand others, and learn from life experiences (Burbach, et. al, 2004). Leaders constantly learn about life in order to become more aware of how their behavior impacts others and how life’s lessons can enhance their decision-making abilities. When their skills consolidate to create higher levels of influential performance they have sel

The Emotionally and Socially Intelligent Leader

Emotional Intelligence Emotional intelligence (EI) is an important quality in a leader.   Barrett (2006) stated, Emotional Intelligence is emotional and social knowledge and the ability to be aware of, understand, and express yourself, be aware of, understand and relate to others, deal with strong emotions and control your impulses, adapt to change, and to solve problems of a personal or a social nature. (p. 14) Many studies have been published on how individuals with high emotional intelligence can enhance and increase the potential for positive outcomes.   For example, people can work to increase their emotional intelligence, thus, improving performance.   Emotional intelligence is a learned and practiced skill.   Goleman (2012) stated that for individuals in leadership positions, 85% of their competencies are in the EI domain. In fact, one’s professional success can be improved when emotional intelligence is improved (Bradberry & Greaves, 2009).   “ EQ is so cr