Showing posts with the label leadership traits

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

Methods of Leadership Selection in Military Colleges

Developing leadership in military colleges has been a major focus of such institutions. Leadership extends beyond military service and into government, business, civics, and many other arenas. Understanding how leadership is developed in military colleges can help other universities learn how to select and develop those for advanced leadership development. The researchers Shepherd & Horner (2010) assessed the metrics used in undergraduate military schools to determine their effectiveness in evaluation. Leadership in the business world and military service has been around for a long time. Fredrick Taylor introduced leadership in the scientific management field (1916). It wasn’t long after that the Hawthorne studies of the 1920’s and 1930’s discussed the linkages between environment and employee output (Roethlisberger, 1941). Leadership is then a conception of self within a wider environment. Military colleges seek to develop leadership for later military usage by offerin

Developing Transformational Leadership and Emotional Intelligence to Create Firm Performance

Leadership is the ability to draw people to higher levels of personal performance and development. Without the ability to understand other people it will be difficult to raise their performance to new levels. Transformational leadership and emotional intelligence can work together to create stronger organizational performance based upon the ability to understand oneself and the social group they are working with. The development of transformational leadership skills along with emotional intelligence is a worthwhile endeavor for higher levels of personal and group influence.  Organizational leaders with high levels of emotional intelligence create stronger organizational performance. According to Jandaghi et. al. (2009), successful organizations contain higher levels of transformational leadership within their ranks. Understanding how transformational leadership and emotional intelligence combine to create higher group performance is important for choosing and developing future

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

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