liderança

Que tipo de líder querem no trabalho?

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«Everyone knows they’re under pressure; most people recognize that this is nobody’s fault and just about everyone recognizes that they have to focus and work like crazy».

De acordo com o inquérito anual The Kelly Global Workforce Index: «Eighty-one percent of workers want to see leadership that is empathetic, empowering, democratic and visionary. But only about half of them actually see that in their own jobs, while 29 percent see an authoritarian style that is, hands down, unpopular with just about everybody».

Ler mais em The best and worst leaders: A global rundown.

Anúncios

Perguntar, pensar e decidir

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Do even the best leaders make mistakes? Yes. They’ll get mad and make mistakes and hurt people. And sometimes they won’t even recognize that they’ve done that. But the best leaders never stop learning, never become so arrogant or complacent that they stop believing they have room to grow. They never become so hopeless or discouraged that they believe it’s not worth the effort. John F. Kennedy wrote that “leadership and learning are indispensable to each other.” The good leaders (almost) never forget this.

Esta foi a resposta de Jennifer Garvey Berger , autora do livro Changing on the Job: Developing Leaders For a Complex World, a Amy Levin-Epstein que destaca os 3 hábitos que um líder eficiente deve possuir. Para Berger a liderança é uma competência essencial e que deve começar pela capacidade para saber ouvir e daí recolher informação base para decidir, mas, ao mesmo tempo, deve possuir o «dom» de lidar com múltiplas perspectivas e a capacidade para relacionar o todo. Estas características obrigam, como é evidente, à mobilização de outras competências como a assertividade e a capacidade crítica, sem esquecer a auto-análise.

Destaque ainda para mais dois excertos do texto:

They create environments where people can be at their biggest. We all have the experience of people who make us smaller and less capable versus those who make us more capable in their presence than we are without them. Good leaders remember that their perspective isn’t the only truth, and they welcome entire human beings into the workplace — inconvenient emotions, vague hunches, thoughtless mistakes and all. When people see us in our messy wholeness, we can spread out and become bigger.

The most important thing? Believe that you can change and begin to look for the ways you might need to by asking for feedback from others. Forgive yourself for your limitations (rather than denying them or beating yourself up about them), and then seek to grow beyond the way you understand the world today.