The First 90 DaysThis book provides very comprehensive knowledge and researches about leadership transition and development with hands-on models. If you are interested in this area, this is the book you would love to read. I have heard a lot about it since I start my HR career, it is highly recommended especially for professionals who work in Learning and Development, or doing the leadership succession planning.
Empathy Matters Most for Effective Leadership
(cited from WorldatWork Newsline)
Dec. 27, 2007—While senior executives are rated highest in business competence, it is their empathy and trustworthiness that are the best predictors of overall effective leadership, according to a study of 1,405 leaders in 47 organizations.
The six-year study by global consultants BlessingWhite analyzed feedback on the executives from nearly 8,000 colleagues including direct reports, peers and superiors. Respondents were asked to rate the individuals in 54 areas, which were combined into eight categories spanning both business and personal characteristics.
Not surprisingly, the executives were generally rated highest in the core competencies of business aptitude, responsibility, clarity and internal attunement/self-confidence. Nevertheless, it was high scores in empathy and trustworthiness, followed by business aptitude, that were found to be most predictive of high ratings for leadership effectiveness.
What are leaders good at? (ratings highest-to-lowest)
business aptitude
responsibility
clarity
internal attunement
trustworthiness
empathy
external attunement
depth
What matters most? (correlation with effectiveness)
empathy
trustworthiness
business aptitude
depth
external attunement
clarity
responsibility
internal attunement
“It’s revealing that although leaders advance within the organization by mastering the core business skills,” observed BlessingWhite CEO Christopher Rice, “once they’re on top they don’t necessarily demonstrate the personal characteristics that are needed to connect with colleagues and employees or build loyal relationships, and as a result they fail as leaders.”
According to Rice, the leadership gap may not become an issue when times are good. “People will usually follow their superiors who, after all, have the title, credentials or charisma. BuPublish Postt getting employees to stay engaged in difficult times amid turmoil and many unknowns…that’s when empathy becomes crucial. An effective leader has to be able to understand others’ feelings and needs, and to generate trust. It’s personal qualities such as empathy and trustworthiness that can make all the difference.”
Of the study subjects, 37% were vice president or above and 45% were directors or managers. 40% were between 31-40, 39% 41-50, and 15% more than 50. Two-thirds were men and 43% earned an advanced degree. Feedback was provided by 7,924 individuals.
BlessingWhite is a global consulting firm dedicated to creating sustainable high-performance organizations.
[www.blessingwhite.com]