Empirical research suggests that 80 percent of your leadership team isn’t adding value. Why? Because there’s a difference between being in leadership, and being an effective leader.
So what makes for an effective leader? Dr. Richard Boyatzis of Case Western Reserve University points toward a leader’s ability to build relationships and be in-tune with his or her team. Boyatzis introduces his concept of Resonant Leadership, and offers a short exercise to help identify the difference between effective and ineffective leadership in a short video, now available at this link.
This distinction between effective and ineffective approaches is worth considering in many areas of our professional lives.
- Last week, Mary Nash and Mike Manning looked at effective feedback (feedback that is heard and incorporated) and ineffective feedback that falls on deaf ears.
- KPMG C-suite leader Kathy Hopinkah Hannan offered tips for effective self-promotion that is grounded in true accomplishments and the best interests of the organization.
- Entrepreneur Paul Spiegelman shared about how a CEO can prioritize time to be most effective.
In these examples, as in most other “effective vs. ineffective” comparisons, the difference is made through relationships, as Boyatzis suggests. For another take on effective relationships, watch this short video featuring Dr. Kim Cameron of University of Michigan. Cameron’s research points toward the value of “positive energy networks” within organizations, for determining impact and success.