Modern association leaders must maintain visionary focus while also implementing success. Because these two mandates are at opposite sides
of the trait spectrum for leaders, they may be
viewed as incompatible. And yet, executives today
must embrace both rather than relying on only one
or the other. In fact, a balance of strengths is what
makes an effective leader because it provides flexibility in style and focus.
The hard-charging leader may be successful,
but without strong relationships, how many followers will he or she have? Not many. On the other
hand, how much work will a leader who is all warm
and fuzzy get done? The challenge is to find a balance and be flexible, adapting to each unique situation and follower.
To do exactly that, leaders must develop emo-
tional intelligence. After all, IQ is a predictor of
leadership, but EI is a better predictor of effective
leadership. EI includes the ability to be aware of
and monitor one’s thoughts and behavior; to be
empathetic to others and oneself; to motivate one-
self and others; and to be socially skilled. Some
leaders have gotten to their current level with
assertive behavior; at the top of the corporate lad-
der, however, other essential skills are necessary to
move followers from point A to point B. Following
are five of the most important.
1.Self-Awareness This is an important part of EI because when you have developed this skill, you gain awareness internally as well as
externally. When you meditate or debrief at the end
of the day, you are using your intrinsic self-awareness. When you receive the results of your 360
assessment, you are gaining extrinsic awareness
about yourself—and both are necessary. Many leaders feel more comfortable with the intrinsic self-awareness, but extrinsic information is very useful
in helping leaders create the balance and flexibility
necessary for effectiveness and organizational
change. Consider both sources of self-awareness
useful information to be used for leadership development and growth.
2.Self-Regulation When effective leaders have informa- tion coming to them extrinsically and intrinsically, they are able to absorb
Four Components of
Different leadership styles resonate with different workers. Here are
four behaviors each leader should be prepared to deploy, depending
on the situation:
1. The micromanger. Use this approach with employees who possess low to moderate commitment and low self-awareness.
2. The coach. Use this directive method with employees demonstrating moderate commitment and competency
3. The cheerleader. Use with employees who have moderate to
high competence and commitment level.
4. The “let ‘em run” concept. Adopt this philosophy with
employees who are highly competent and committed.