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2012 | OriginalPaper | Buchkapitel

1. The How of Leadership … An Era of Intense Behavior Scrutiny

verfasst von : Karol M. Wasylyshyn

Erschienen in: Behind the Executive Door

Verlag: Springer New York

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Abstract

In Behind the Executive Door, the how of leadership refers to the human behavior dimension of executives’ effectiveness or lack of same. Business historians will remember the late twentieth and early twenty-first centuries as a time of intense leader scrutiny – not only of their results but of how executives pursued those results. Currently, not even the most impressive business results will transcend considerations of leaders’ managerial, moral, and ethical behavior.

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Nächstes Kapitel The Remarkable Business Leader

Empathy in this context involves leaders’ abilities to put themselves in the shoes of others and to appreciate fully and without defensiveness the perspectives, questions, and/or concerns of others – and to be appropriately responsive to them.

One excellent example of this is using questions derived from the dimensions of emotional intelligence as a tool to screen more aggressively for the “behavior fit” of prospective managers (Wasylyshyn 2010).

My executive coaching model consists of four distinct phases that typically unfold over 12–15 months. These phases are (1) data gathering, (2) feedback, (3) coaching, and (4) consolidation. After the coaching engagement is completed, many executives retain me as a trusted advisor on issues related to people management, their continued evolution as leaders, and CEO succession. These relationships often continue for several years, allowing me to track their careers.

Erikson is among life stage development theorists to include Anna Freud, Margaret Mahler, Mary Ainsworth, and Carl Jung. Other life stage theorists focusing primarily on the adult life stages include Daniel Levinson and Howard Gardner.

State assessment tools provide information that is reflective of the test taker’s current state of mind. If the same person took the same test some months or years later, there could be changes in the results – based on new learning or life experiences. Trait assessment tools provide information about enduring behavioral preferences that are unlikely to change, i.e., they remain stable over time.

NEO-PI-R subscales: for Neuroticism (N) = anxiety, angry hostility, depression, self-consciousness, impulsiveness, and vulnerability; for Extraversion (E) = warmth, gregariousness, assertiveness, activity, excitement seeking, positive emotions; for Openness (O) = fantasy, esthetics, feelings, actions, ideas, and values; for Agreeableness (A) = straightforwardness, altruism, compliance, modesty, and tender-mindedness; for Conscientiousness (C) = competence, order, dutifulness, achievement striving, self-discipline, and deliberation.

EQ-i subscales: for Intrapersonal = self-regard, emotional self-awareness, assertiveness, independence, and self-actualization; for Interpersonal = empathy, social responsibility, and interpersonal relationship; for Stress Management = stress tolerance and impulse control; for Adaptability = reality testing, flexibility, and problem-solving; for General Mood = optimism and happiness.

In the practice of 360 data gathering, typically an internal or external consultant speaks to a representative group of people in a leader’s work sphere – boss, peers, direct reports, other key stakeholders, and if appropriate, certain external sources (e.g., board member, a major customer). These conversations usually occur face-to-face or telephonically and are based on an interview protocol that consists of questions focused on the key leadership competencies of the organization (e.g., forming strategy, managing people, driving results) as well as essential leadership behaviors (e.g., courage, emotional fortitude, accountability, attunement to others, empathy).

Strategy – the ability to formulate, convey, and achieve strategy alignment. Ensuring implementation of strategic objectives. Driving Results – ensuring profitable results for the enterprise. Managing People – ensuring the right people in the right roles, creating the conditions for them to be successful, and leveraging all motivational tools to ensure sustained commitment of the workforce. Executive Credibility – integrity, strong ethical code, and command skills to include courage, consistency, and persuasive, authentic communication skills.

The acronym SO SMART^® was created to help clients recall the four dimensions of emotional intelligence – SO for self-observation, SM for self-management, A for attunement to others, and RT for relationship traction, i.e., relationships that are meaningful, not just transitional.

I created this tool to help concretize the stages of a coaching engagement and to track progress. In the ideal, a client should have made full progress in coaching, i.e., achieved the behavioral goal captured in Frame 3 of his/her Visual Leadership Metaphor.

In the late 1970s and early 1980s when executive coaching emerged as a development tool, it was most often used for derailing or otherwise remedial indications. In the last decade, the emphasis has shifted toward using coaching for top high-potential people – people who would bring a positive learning attitude to the experience. A better spend on development resources, coaching ROI research has begun to show the benefit of reserving this resource for true high-potential employees (Braddick and Braddick 2003).

Potential coaching engagements need to be evaluated carefully, i.e., coach of prospective client and prospective client meet to ensure that executive coaching is the right development tool and that the chemistry between client and coach is positive.

Braddick, C., & Braddick, G. (2003). The ROI (return on investment) of executive coaching: Useful information or a distraction? Part 2 of a 2 part series. Retrieved January 5, 2004, from www.ukhrd.com.

Bryant, A. (2010). Good C.E.O.’s are insecure (and know it). New York Times. Retrieved from http://www.nytimes.com/2010/10/10/business/10corner.html.

Collins, J. (2001). Good to great. New York: HarperCollins.

Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence. Boston: Harvard Business School Press.

Korn, M. (2011). As the world turns, Wharton adapts. The Wall Street Journal. Retrieved from http://online.wsj.com/article.

Maccoby, M. (1976). The Gamesman: The new corporate leaders. New York: Simon and Schuster.

McAdams, D. P. (2006). The redemptive self: Generativity and the stories Americans live by. Research in Human Development, 3(2–3), 81–100.

Rifkin, J. (2009). The empathic civilization: The race to global consciousness in a world in crisis. New York: Jeremy P. Tarcher/Penguin.

Wasylyshyn, K. M. (2010). Avoiding bad hires: Using emotional intelligence as a selection tool. Journal of Psychological Issues in Organizational Cultures, 1–3, 319–330.

Titel: The How of Leadership … An Era of Intense Behavior Scrutiny
verfasst von: Karol M. Wasylyshyn
Verlag: Springer New York
Buch: Behind the Executive Door
Print ISBN: 978-1-4614-0375-3

Electronic ISBN: 978-1-4614-0376-0

Copyright-Jahr: 2012
DOI: https://doi.org/10.1007/978-1-4614-0376-0_1