To be respected as a boss, try to inculcate these seven traits into your personality
It's not easy to assess how you're doing as a boss. A formal or official report doesn't entirely indicate if you are undermining your employees or boosting their performance.The better solution is to get direct feedback. However, there are some sure fire indicators of good bosses and if you meet them, you can pat yourself for a job well done.
It's not easy to assess how you're doing as a boss. A formal or official report doesn't entirely indicate if you are undermining your employees or boosting their performance.The better solution is to get direct feedback. However, there are some sure fire indicators of good bosses and if you meet them, you can pat yourself for a job well done.
Positivity
According to a 2015 research, happy people make effective leaders. They display transformational leadership, which means they're good at inspiring a nd motivating their team and stimulating them intellectually.
The research also suggests that positivity was a better predictor of leadership effectiveness compared to being an extrovert -a personality trait widely associated with successful bosses.
Acceptance of change
A study conducted by Zenger Folkman, a leadership development consultancy, amongst more than 65,000 leaders found that young managers are perceived as more effective because they welcome novelty.
The reason, according to the consultancy, 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 “emotion almaturity “. Tom a s Chamorro-Premuzic, a business p sychologist , w rote i n The Harvard Bu sin e ss 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 a l so suggested that integrity is a key component of leadership effectiveness. Acting in unethical or counterproductive ways undermines you and your organisation.
One analysis found that CEOs rated as high-integrity by t hei r employees had a multi-year return of 9.4 per cent, while CEOs rated as low integrity saw a return of only 1.9 per cent.
According to one of the psychologist Travis 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.
A 2002 review of studies also found that after extra version, conscientiousness was the best predictor of leadership emergence. That means conscientious people are more likely to become managers, and are more likely to be good at their job.
Vision
Another ZengerFolkman study found that the most important quality of innovative leaders was that they could vividly describe their vision of the future.Suzanne Bates, a c oach , says that many leaders lack this ability.According to Bates, it helps to boil down complex concepts to one compelling statement of 25 words or less.
Respect for co-workers
A study of nearly 20,000 employees found that the most important leadership behaviour for employee engagement is respect. As the study co-author, Christine Porath, wrote i n The Harvard Bu sine ss Review, “Workers who feel respected by their leaders are 55 per cent more engaged and 1.1 times more likely to stay with their organisations.“ Porath also added that 54 per cent of employees say they don't regularly feel respected by their bosses.
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Motivational & Inspirational
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