Increasingly, leadership is about developing other people into both team members and individual contributors who can work towards a larger vision.
To aid in the development of others and manage the processes appropriately, the leader must be clear about his or her own strengths and have appropriate mental models about working with others.
A leader should also possess interpersonal competence, which is commonly referred to as emotional intelligence.
Leaders who are confident that they can meet the challenges they face, are open to the lessons of experience, and actively consider the effects of their behavior on others reach incredible heights of performance.
Leaders are not required to change their essential nature; they are required to extend the range of their behaviors to enhance their effectiveness. As situations change, those behaviors that led to success in one context may not translate to another; thus, flexilbility is essential.
Source: The Leadership Advantage Training Program: Using the MBTI® Tool for Effective Leadership Facilitator's Guide
(2001) by Roger R. Pearma
To aid in the development of others and manage the processes appropriately, the leader must be clear about his or her own strengths and have appropriate mental models about working with others.
A leader should also possess interpersonal competence, which is commonly referred to as emotional intelligence.
Leaders who are confident that they can meet the challenges they face, are open to the lessons of experience, and actively consider the effects of their behavior on others reach incredible heights of performance.
Leaders are not required to change their essential nature; they are required to extend the range of their behaviors to enhance their effectiveness. As situations change, those behaviors that led to success in one context may not translate to another; thus, flexilbility is essential.
Source: The Leadership Advantage Training Program: Using the MBTI® Tool for Effective Leadership Facilitator's Guide
(2001) by Roger R. Pearma
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