Figure 2 illustrates the balance required to ensure likeability and goal attainment stay balanced on a foundation of trust. Figure 2: Balancing Emotional Intelligence and Trust Based on analysis of the following sources: (Boyatzis, 1982; George, 2000; Gabriel & Griffiths, 2002) Theorists and researchers have since determined that the holistic nature of EI is more of a foundation for motivation than any transactionally-based management technique
All three components are balanced in leaders who have high levels of reliability and performance. It takes an insightful and self-aware leader to also seek to balance these factors using EI skills they continually improve on (Ciarrochi, Chan, Caputi, 2000)
A likeable person is by definition one that is known for their friendliness or the ability to create an ongoing dialogue that includes a significant level of self-disclosure and ability to communicate with accuracy, clarity and honesty (George, 1995). A likeable leader is one that has the ability to combine friendliness, relevance of communication to others, empathy or the capacity to feel what others are also feeling ands enunciate those emotions, all unified by a very strong level of authenticity, integrity and realness (Gabriel, Griffiths, 2002)
All three must be balanced in order for a catalyst of continued progress to be formed and stabilized within an organization. Figure 1: Analysis of Key Factors of Likeability in Leaders Based on analysis of the following sources: (Gardner, 1983) (Izard, 1991) (Sanders, 2006) Likeability, Leadership and the Pursuit of Results In completing the literature review and background analysis of likeability and its implications on managerial and leadership effectiveness, a recurring trend emerged
All three must be balanced in order for a catalyst of continued progress to be formed and stabilized within an organization. Figure 1: Analysis of Key Factors of Likeability in Leaders Based on analysis of the following sources: (Gardner, 1983) (Izard, 1991) (Sanders, 2006) Likeability, Leadership and the Pursuit of Results In completing the literature review and background analysis of likeability and its implications on managerial and leadership effectiveness, a recurring trend emerged
The intent of this analysis is to define likeability from a leadership standpoint, illustrating how this aspect of a leader's personality must be authentic, transparent in approach and genuine in how a leader earns and keeps the trust of subordinates, peers and superiors. A likeable person is by definition one that is known for their friendliness or the ability to create an ongoing dialogue that includes a significant level of self-disclosure and ability to communicate with accuracy, clarity and honesty (George, 1995)
The intent of this analysis is to define likeability from a leadership standpoint, illustrating how this aspect of a leader's personality must be authentic, transparent in approach and genuine in how a leader earns and keeps the trust of subordinates, peers and superiors. A likeable person is by definition one that is known for their friendliness or the ability to create an ongoing dialogue that includes a significant level of self-disclosure and ability to communicate with accuracy, clarity and honesty (George, 1995)
Likeability, while an aspiration of many managers and leaders alike, is the most useful when relied on for creating a highly focused, galvanized team that seeks to attain higher levels of performance over time. As the ecosystem of factors shown in Figure 1 are so critical to the success of supporting team-based productivity and performance with likeability, these factors are analyzed to determine how and leaders can accomplish more while attaining higher levels of likeability in the process (Goleman, 1995)
EI emerges from this analysis as a series of psychological factors that enable the interpretation and contextual referencing of verbal and nonverbal a Appraisals of individuals and teams while also creating a foundation of trust and transparency (Gabriel & Griffiths, 2002). The continual research into the dynamics of EI underscore how critical the needs is for linking transformational leadership and transparency together to create a foundation of trust (House, Shamir, 1993)
It takes long-term transformational leadership skills to keep the momentum going in a team towards the attainment of complex, and often longer-term goals. Yet in the short-term intense bursts of activity needed to overcome a very complex problem, transactional leaders often find they have the potential to be transformational (Kawasaki, 2012)
All three must be balanced in order for a catalyst of continued progress to be formed and stabilized within an organization. Figure 1: Analysis of Key Factors of Likeability in Leaders Based on analysis of the following sources: (Gardner, 1983) (Izard, 1991) (Sanders, 2006) Likeability, Leadership and the Pursuit of Results In completing the literature review and background analysis of likeability and its implications on managerial and leadership effectiveness, a recurring trend emerged
The point is that the maturity of a manager to a leader requires them to first serve their teams rather than demand to be served. The focus has to shift away from being demanding and authoritarian and look to serve more and strengthen their teams over time (Leeper, 1948)
Likeability is a core component of transformational leadership, hence its galvanizing role in the proposed model of Likeability and Organizational Transformation shown in Figure 3. Figure 3: Proposed Model of Likeability and Organizational Transformation Based on analysis of the following sources (Matthews, Zeidner, Roberts, 2002) (Schein, 1992) (Salovey, Mayer, 1990) (Schaffer, Gilmer, Schoen, 1940) (Simon, 1982) (Sanders, 2006) The collaboration of a team and the trust a team has in their leader must be earned through the leader first trusting them; this has been a core finding of this analysis
Long-term aspirations and the potential to fulfill them are significantly more powerful, and rewarding, for employees to participate in and sacrifice to achieve than any small, temporary reward. This is precisely why EI is such a critical component to the foundation of transformational leadership (Saarni, 1990)
Likeability then is a powerful catalyst of achievement when combined with a leader capable of seeing their role as enabler or coach. Far from the authoritarian role of the traditional leader as defined by transactional management mindsets, a truly effective leader has the ability to completely change the culture of a company so the employees can excel while also seeing their role in the company over time (Schein, 1985)
Likeability then is a powerful catalyst of achievement when combined with a leader capable of seeing their role as enabler or coach. Far from the authoritarian role of the traditional leader as defined by transactional management mindsets, a truly effective leader has the ability to completely change the culture of a company so the employees can excel while also seeing their role in the company over time (Schein, 1985)
Likeability is a core component of transformational leadership, hence its galvanizing role in the proposed model of Likeability and Organizational Transformation shown in Figure 3. Figure 3: Proposed Model of Likeability and Organizational Transformation Based on analysis of the following sources (Matthews, Zeidner, Roberts, 2002) (Schein, 1992) (Salovey, Mayer, 1990) (Schaffer, Gilmer, Schoen, 1940) (Simon, 1982) (Sanders, 2006) The collaboration of a team and the trust a team has in their leader must be earned through the leader first trusting them; this has been a core finding of this analysis
All three must be balanced in order for a catalyst of continued progress to be formed and stabilized within an organization. Figure 1: Analysis of Key Factors of Likeability in Leaders Based on analysis of the following sources: (Gardner, 1983) (Izard, 1991) (Sanders, 2006) Likeability, Leadership and the Pursuit of Results In completing the literature review and background analysis of likeability and its implications on managerial and leadership effectiveness, a recurring trend emerged
Likeability is a core component of transformational leadership, hence its galvanizing role in the proposed model of Likeability and Organizational Transformation shown in Figure 3. Figure 3: Proposed Model of Likeability and Organizational Transformation Based on analysis of the following sources (Matthews, Zeidner, Roberts, 2002) (Schein, 1992) (Salovey, Mayer, 1990) (Schaffer, Gilmer, Schoen, 1940) (Simon, 1982) (Sanders, 2006) The collaboration of a team and the trust a team has in their leader must be earned through the leader first trusting them; this has been a core finding of this analysis
Likeability is a core component of transformational leadership, hence its galvanizing role in the proposed model of Likeability and Organizational Transformation shown in Figure 3. Figure 3: Proposed Model of Likeability and Organizational Transformation Based on analysis of the following sources (Matthews, Zeidner, Roberts, 2002) (Schein, 1992) (Salovey, Mayer, 1990) (Schaffer, Gilmer, Schoen, 1940) (Simon, 1982) (Sanders, 2006) The collaboration of a team and the trust a team has in their leader must be earned through the leader first trusting them; this has been a core finding of this analysis