What Is Your Leadership Style 6 Reasons For Assessment

What Is Your Leadership Style 6 Reasons For Assessment What Is Your Leadership Style? 6 Reasons For Assessment Image Source: iStockWHAT is your leadership style and why does it matter? It is possible that some leaders, at different levels, may not have consciously considered this question. The reason for its significance is all to do with the kind of environment in which we operate, and how we best proceed through it.  Since  the late 19th century, barometers have  been reasonably reliable for weather forecasting. Even if the specifics are incorrect, the general trends are usually right.  A barometer of a different kindâ€"the annual Edelman Trust Barometer, an annual global trust and credibility surveyâ€"has just produced its latest set of readings. The report  has all kinds of implications for the key questionâ€"what is your leadership style?â€"and suggests at least 6 reasons for addressing it.The findings suggest, across the world, traditional models of ‘top down’ hierarchical leadership are no longer relevant.  Not only is influence in the hands of the mass population, but ‘trust ine quality’ is on the rise.To understand the implications of trust inequality regarding the four institutions of society as defined by Edelmanâ€"Government; Business; Media and Non-Government Organizations (NGOs)â€"the trust inequality means that while trust in the institutions has increased to its highest level since the Great Recession, it’s a trend that has largely been driven by the informed public (those aged 25-64 who are college educated, in top 25 percent of household income per age group, and report significant media consumption and engagement in business news and public policy).However, the informed public accounts for 15 percent of the population. For the 85 percent mass population, levels of trust have barely budged in the past year. The ‘trust gap’ is a phenomenon of all countries to a greater or lesser degree, and 15 of 28 countries with double-digit trust gaps in the latest Edelman data.What the 2016 Edelman Barometer forces everyone in the four institutions to a t least ponder is that hierarchical notions of leadership and authority based on the traditional ‘triangle modelâ€"with elites on top, holding authority due to their positionâ€"are almost hopelessly outmoded.Influence is in the hands of the mass population. Therefore, if the Edelman report is accurate, in 2016 the most influential segment of the population, the 85 percent, is the very segment that is least inclined to trust.The message is clear: trust is not conferred. As Richard Edelman eloquently remarks: “Trust in institutions and their license to operate is no longer automatically granted on the basis of hierarchy or titleâ€"rather, in todays world, trust must be earned.”  Edelman’s slide presentation on the findings of the report is worth studying in detail, but if you’re  on the move and in a hurry, read on for six  of the big ‘take aways’. Slide Presentation Source: SlideShare (adsbygoogle = window.adsbygoogle || []).push({}); 1. Peer-Driven Opinions CountIN T HE area of media alone, two of the top three most used sources of news and information are peer-influenced. Seventy one percent of respondents used search engines more than several times a week, followed by television (69 percent); and social media (67 percent). Consider the implications for the traditional mainstream media from that, and from the data that the most trusted social networkers, content sharers and online content creators were are family and friends (78 per cent).Not only are journalists well down the pecking order on 44 percent (behind academic experts; employees of a company; and CEOs), but theirs was the only author category that shrank in the past 12 months, from 46 percent in 2015. Journalists are trust more than only well-known online personalities, elected officials, celebrities, and companies that the respondent didnt use.The message is clear. The title of ‘journalist’ is not a guarantee that your work is trusted by the general population. In such an enviro nment,  the question, what is your leadership style, matters a great deal.2. Business is More Trusted Than GovernmentGENERAL populations were asked how much they trusted an institution “to do whats right” on a one to nine scale: one meaning not at all, and nine meaning a great deal.The least trusted sectors were Government (trusted by 43 percent of the general population and 51 percent of the informed public); and Media (49 percent general population; 56 percent informed public); and the most trusted were NGOs (55 percent general population; 66 percent informed public); and Business (53 percent general population; 66 percent informed public). Such information is vital when deciding what is your leadership style, and how it can serve your business most effectively.In light of government and media’s decline  not to at least address the question, what is your leadership style, suggests that you are missing the potential for serious development of your business. (adsbygoogle = wi ndow.adsbygoogle || []).push({}); 3. Technical Expertise is More Credible Than Political LeadershipFOR the general population, peers, employees and experts were more credible than titled leaders. Consider that carefully when asking yourself what is your leadership style. Technical experts were the most credible leaders (for 67 percent, up four percentage points from 2015), while Government officials and regulators were the least (35 percent in 2016, an increase of just two points).4. Businesses Should Rethink How  They  Relate to SocietyTHE reasons people cite for increased trust in business include its producing economic growth, contribution to the greater good, and facilitation of citizens who want to be a productive member of society. In cases where trust in business declined, the reasons for this included failure to contribute to the greater good; a lack of economic growth; and no public services. These reasons are indicative of a leadership culture that has failed to consciousl y address the key question: what is your leadership style?In terms of the attributes that the general population ascribes to a good leadership, Integrity was prioritized by 51 percent of respondents. However, only 27 percent believed that leaders were hitting the mark in this area.There is a comparable gap for the attribute of Engagementâ€"which 49 percent cited, but which only 24 felt that leaders were actually performing. There are also gaps between attributes of good products, purpose and operations which should be chiefly of concern to the Business sector.When CEO focus was misplaced, general populations opined that there was too much focus on short-term financial results and lobbying, and not enough focus on positive long-term impacts and job creation.While  tussling with the various aspects of what is your leadership style, neither should it be ignored that employees are becoming the most trusted advocates to communicateâ€"above CEOs, senior executives, active consumers, acade mics and media spokespersons, on a whole range of issues, including financial earnings and operational performance; business practices/crisis handling; and treatment of employees and customers. The roles of senior executive and CEO should be reserved for communicating partnerships to address societal issues, to discuss innovation efforts and industry issues. (adsbygoogle = window.adsbygoogle || []).push({}); 5. Business Expected to Improve Social Conditions as Much as  ProfitFor 80pc of general populations, businesses must take action that increases profits while improving the economic and social conditions. Among the important issues populations expect businesses to address are:Protecting the Environment: (Canada Brazil, German, France, China, Japan, South Korea)Access to Healthcare: (US, Poland, South Africa, UAE, India and Hong Kong)Addressing Income Equality: (Australia)Access to Education and  Training: (Colombia, Argentina, Netherlands, Ireland, UK, Turkey, Malaysia,  Singapo re)Reducing Poverty: (Mexico, Spain, Italy and Indonesia);Supporting Human and Civil Rights: (Sweden)Supporting Modern Infrastructure: (Russia)6. Personal Values, History and Honesty MatterTHE  data also reflects significant percentages of general populations stating that the following factors are significant in building trust in a CEOâ€"personal values (79 percent); obstacles they overcame (70 percent); personal success story (65 percent); education and how it shaped them (62 percent).General populations measured in the four regions of the world (North America, Latin America, Europe and HUAC) identified the following as key leadership qualities.North America: honest (59 percent), ethical (48 percent), competent (26 percent), transparent (26 percent), and sincere (24 percent).Latin America: ethical (47 percent), honest (44 percent), competent (36 percent), visionary (34 percent), innovative (33 percent).Europe: honest 53 (percent), competent (43 percent), experienced (28 percent), e thical (27 percent), transparent (27 percent).Asia-Pacific: honest (39 percent), visionary (35 percent), decisive (31 percent), ethical (31 percent), competent (26 percent). What Is Your Leadership Style 6 Reasons For Assessment What Is Your Leadership Style? 6 Reasons For Assessment Image Source: iStockWHAT is your leadership style and why does it matter? It is possible that some leaders, at different levels, may not have consciously considered this question. The reason for its significance is all to do with the kind of environment in which we operate, and how we best proceed through it.  Since  the late 19th century, barometers have  been reasonably reliable for weather forecasting. Even if the specifics are incorrect, the general trends are usually right.  A barometer of a different kindâ€"the annual Edelman Trust Barometer, an annual global trust and credibility surveyâ€"has just produced its latest set of readings. The report  has all kinds of implications for the key questionâ€"what is your leadership style?â€"and suggests at least 6 reasons for addressing it.The findings suggest, across the world, traditional models of ‘top down’ hierarchical leadership are no longer relevant.  Not only is influence in the hands of the mass population, but ‘trust ine quality’ is on the rise.To understand the implications of trust inequality regarding the four institutions of society as defined by Edelmanâ€"Government; Business; Media and Non-Government Organizations (NGOs)â€"the trust inequality means that while trust in the institutions has increased to its highest level since the Great Recession, it’s a trend that has largely been driven by the informed public (those aged 25-64 who are college educated, in top 25 percent of household income per age group, and report significant media consumption and engagement in business news and public policy).However, the informed public accounts for 15 percent of the population. For the 85 percent mass population, levels of trust have barely budged in the past year. The ‘trust gap’ is a phenomenon of all countries to a greater or lesser degree, and 15 of 28 countries with double-digit trust gaps in the latest Edelman data.What the 2016 Edelman Barometer forces everyone in the four institutions to a t least ponder is that hierarchical notions of leadership and authority based on the traditional ‘triangle modelâ€"with elites on top, holding authority due to their positionâ€"are almost hopelessly outmoded.Influence is in the hands of the mass population. Therefore, if the Edelman report is accurate, in 2016 the most influential segment of the population, the 85 percent, is the very segment that is least inclined to trust.The message is clear: trust is not conferred. As Richard Edelman eloquently remarks: “Trust in institutions and their license to operate is no longer automatically granted on the basis of hierarchy or titleâ€"rather, in todays world, trust must be earned.”  Edelman’s slide presentation on the findings of the report is worth studying in detail, but if you’re  on the move and in a hurry, read on for six  of the big ‘take aways’. Slide Presentation Source: SlideShare (adsbygoogle = window.adsbygoogle || []).push({}); 1. Peer-Driven Opinions CountIN T HE area of media alone, two of the top three most used sources of news and information are peer-influenced. Seventy one percent of respondents used search engines more than several times a week, followed by television (69 percent); and social media (67 percent). Consider the implications for the traditional mainstream media from that, and from the data that the most trusted social networkers, content sharers and online content creators were are family and friends (78 per cent).Not only are journalists well down the pecking order on 44 percent (behind academic experts; employees of a company; and CEOs), but theirs was the only author category that shrank in the past 12 months, from 46 percent in 2015. Journalists are trust more than only well-known online personalities, elected officials, celebrities, and companies that the respondent didnt use.The message is clear. The title of ‘journalist’ is not a guarantee that your work is trusted by the general population. In such an enviro nment,  the question, what is your leadership style, matters a great deal.2. Business is More Trusted Than GovernmentGENERAL populations were asked how much they trusted an institution “to do whats right” on a one to nine scale: one meaning not at all, and nine meaning a great deal.The least trusted sectors were Government (trusted by 43 percent of the general population and 51 percent of the informed public); and Media (49 percent general population; 56 percent informed public); and the most trusted were NGOs (55 percent general population; 66 percent informed public); and Business (53 percent general population; 66 percent informed public). Such information is vital when deciding what is your leadership style, and how it can serve your business most effectively.In light of government and media’s decline  not to at least address the question, what is your leadership style, suggests that you are missing the potential for serious development of your business. (adsbygoogle = wi ndow.adsbygoogle || []).push({}); 3. Technical Expertise is More Credible Than Political LeadershipFOR the general population, peers, employees and experts were more credible than titled leaders. Consider that carefully when asking yourself what is your leadership style. Technical experts were the most credible leaders (for 67 percent, up four percentage points from 2015), while Government officials and regulators were the least (35 percent in 2016, an increase of just two points).4. Businesses Should Rethink How  They  Relate to SocietyTHE reasons people cite for increased trust in business include its producing economic growth, contribution to the greater good, and facilitation of citizens who want to be a productive member of society. In cases where trust in business declined, the reasons for this included failure to contribute to the greater good; a lack of economic growth; and no public services. These reasons are indicative of a leadership culture that has failed to consciousl y address the key question: what is your leadership style?In terms of the attributes that the general population ascribes to a good leadership, Integrity was prioritized by 51 percent of respondents. However, only 27 percent believed that leaders were hitting the mark in this area.There is a comparable gap for the attribute of Engagementâ€"which 49 percent cited, but which only 24 felt that leaders were actually performing. There are also gaps between attributes of good products, purpose and operations which should be chiefly of concern to the Business sector.When CEO focus was misplaced, general populations opined that there was too much focus on short-term financial results and lobbying, and not enough focus on positive long-term impacts and job creation.While  tussling with the various aspects of what is your leadership style, neither should it be ignored that employees are becoming the most trusted advocates to communicateâ€"above CEOs, senior executives, active consumers, acade mics and media spokespersons, on a whole range of issues, including financial earnings and operational performance; business practices/crisis handling; and treatment of employees and customers. The roles of senior executive and CEO should be reserved for communicating partnerships to address societal issues, to discuss innovation efforts and industry issues. (adsbygoogle = window.adsbygoogle || []).push({}); 5. Business Expected to Improve Social Conditions as Much as  ProfitFor 80pc of general populations, businesses must take action that increases profits while improving the economic and social conditions. Among the important issues populations expect businesses to address are:Protecting the Environment: (Canada Brazil, German, France, China, Japan, South Korea)Access to Healthcare: (US, Poland, South Africa, UAE, India and Hong Kong)Addressing Income Equality: (Australia)Access to Education and  Training: (Colombia, Argentina, Netherlands, Ireland, UK, Turkey, Malaysia,  Singapo re)Reducing Poverty: (Mexico, Spain, Italy and Indonesia);Supporting Human and Civil Rights: (Sweden)Supporting Modern Infrastructure: (Russia)6. Personal Values, History and Honesty MatterTHE  data also reflects significant percentages of general populations stating that the following factors are significant in building trust in a CEOâ€"personal values (79 percent); obstacles they overcame (70 percent); personal success story (65 percent); education and how it shaped them (62 percent).General populations measured in the four regions of the world (North America, Latin America, Europe and HUAC) identified the following as key leadership qualities.North America: honest (59 percent), ethical (48 percent), competent (26 percent), transparent (26 percent), and sincere (24 percent).Latin America: ethical (47 percent), honest (44 percent), competent (36 percent), visionary (34 percent), innovative (33 percent).Europe: honest 53 (percent), competent (43 percent), experienced (28 percent), e thical (27 percent), transparent (27 percent).Asia-Pacific: honest (39 percent), visionary (35 percent), decisive (31 percent), ethical (31 percent), competent (26 percent).