About Perceptive

About People

About tomorrows leaders

To be respected as a boss, inculcate these traits

Positivity: Happy people make effective leaders. They display transformational leadership, which means they're good at inspiring and motivating their team and stimulating them intellectually. Positivity was a better predictor of leadership effectiveness compared to being an extrovert. 

Acceptance of change: Zenger Folkman, a leadership development consultancy, in a study found that young managers are perceived as more effective because they welcome novelty; the reason, is that younger managers' relative lack of experience means they're more optimistic about the changes they propose.

Maturity and stability: The technical term is “emotional maturity“. Tom as Chamorro-Premuzic, a business psychologist, wrote in The Harvard Business Review, “The best managers in the world tend to be stable rather than excitable, consistent rather than erratic, as well as polite and considerate.“ 

Integrity: Chamorro-Premuzic also suggested that integrity is a key component of leadership effectiveness; unethical or counterproductive ways undermines you and your organisation. According to one of the psychologist Travi S Bradberry, the traps that leaders fall into that undermines their integrity is making everything about them and micromanagement. 

Hard work: Research suggests that conscientiousness-your tendency to be organised and hardworking -is the only trait that predicts success.

Vision: Zenger Folkman study found that the most important quality of innovative leaders was that they could vividly describe their vision of the future. 

Respect for co-workers: The most important leadership behaviour for employee engagement is respect.

Source: How to be the leader of the pack, August 28 2016 : The Times of India

Leadership has to be value based.

Rajeev Vasudev, Egon Zehnder, global CEO, answers questions on leadership:

Q: How is the nature of leadership changing in a volatile world?

A: “The task of leadership has become more difficult. It has become much more challenging but I think leadership has not caught up with the change in expectation in today’s world. There is a mismatch between what is expected of the leaders in the volatile world and what leadership was traditionally. That needs to evolve as well. If you are not motivated by a bigger purpose beyond self then you are unlikely to be a successful leader. The leadership has to be value based.”

Q: What traits should leaders display?

A: 1. Adaptability is one of the most important criteria for leadership today.

    2. Curiosity, which is all about being open to new ideas; constantly learning not just about industry or environment, but also about self.

    3. Insight: Today, leaders are being bombarded with information. The ability to synthesize and to separate the signal from the noise is important . It is very important to have inclusive leadership today.

    4.  Resilience: The ability to go through ups and downs and staying focused.   Volatility will happen, that’s the new normal

Humility is required for CEO

“Humble, collaboration, reflective, self aware and adaptable–some of the key behavior traits used to describe a good CEO. Rahul Yadav CEO of Housing.com appeared to display none of these so he was unanimously sacked.HR Experts said companies look or confidence with humility in CEO candidate. CEO is a brand ambassadors for the organization. A CEO brings speed and growth to a business but he needs to possess certain key behavioral traits and prime among them is humility. A good CEO is on who has been hardened by real life challenges because humility is the resultant fruit of this hardening. Yaday was considered to be arrogant and impulsive.

A strong understanding of ethics would distinguish a good CEO from the bad.”Ethics are not just about doing the right thing but are under pinned by the ability to delay the gratification of temptation. Temptations are not just material but many times they can be about satisfying the ego and can take the form of lashing out or being competitive, driven by a desire to bolster low self esteem.” Gurprriet Singh , GM & Head YSC India.

Singh said organizational practices like ‘360” and-performance feedback regularly provides awareness of behavior but miss out on what lies beneath. “Leadership is a lonely pursuit and leaders are usually starved of insightful feedback. Creating mechanisms that enable leaders to receive counsel and feedback in a manner that is supportive is critical. This is a role that can be played by a board member or by an executive coach/counselor.” says Singh.

For a start up CEO, balancing the input of external advisors with internal parties and developing synergies between the two—a core competencies—is critical. (YSC Research.)”

Source: TOI July 7, 2015. p.15