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We may all readily
recognize, from personal experience, two kinds of leaders in the work
place: those we like and those we don't. In his recent book,
Social Intelligence, Daniel Goleman has compiled a list of attributes that
characterize both of these types of leaders. The list seems to have
universal appeal. He has asked people in dozens of groups around the
world—from schoolteachers to CEOs—how they would describe a good boss
versus a bad one. Their answers are
remarkably consistent. The "good bosses" are those with high social
intelligence—the capacity to "play well" with others. The bad ones have
"issues." Here are his lists,
compiled from many people in many different cultures:
What if you thought
of these attributes as checklists for yourself, irrespective of your role
in the organization? If you want to engender enthusiasm and create a vital
organization, then learn to move toward the attributes on the
left. Here is a practical
suggestion for building a vital and enduring organization. Use the lists
above for a 360
review. Get candid feedback from the people around you about how they
perceive your style of interaction. You could think of these two lists of
attributes as polar opposites on a broad continuum. Ask people to rate
your position on that continuum. Learn to play well
with others. The lessons from kindergarten tend to be forgotten as adults.
Yet those basic lessons are the heart of a vital and enduring
organization. | ||||||||||||||||||||||||
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INNOVATION
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Partners for
Innovation is in the business of helping you create organizations that
thrive on creativity and social capital. We write these articles to
support your work in building vital and resilient organizations. Please
tell us what else you would like to learn. We depend on you for our
subject matter, and as the subject of our work, you
matter! Please send the
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let us know what you would like to learn in these
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Partners for Innovation, Inc. email: info@partnersfi.com
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