What are some strategies leaders can use for managing others’ impressions of them?
Questions for Critical Thinking and Engagement
1. What are some strategies leaders can use for managing others’ impressions of them? What are some specific ways you already practice these impression-management strategies in your per- sonal and professional life?
2. Consider each of Norton’s communicator styles as they relate to leaders and leadership. Identify at least two situations in which each style would be appropriate, and two situations in which each style would probably be ineffective. Explain.
3. What is the difference between a goal-directed message and a mindless message? Explain your perspective. Why is goal-directed communication more desirable for leaders than mindless communication?
CHAPTER 2Section 2.2 Leaders Versus Managers
While experience is certainly a valuable contributor in the development of a leader, some key personality traits can typically be found in those in leadership positions at various levels. The first of these is vision—the ability to see the “big picture,” imagine likely futures, and infuse that vision with passion. Integrity is a requisite trait because it is impossible to influence others without gaining their trust. Communication skills, compassion, and charisma are needed to articulate the vision and persuade others to embrace it. Leaders demonstrate strong moral and ethical prin- ciples, giving attention to all stakeholders, not some at the expense of others. A commitment to collaboration encourages everyone to work together to achieve a vision. A less obvious trait of leaders is humility. Effective leaders typically give others credit for an organization’s success but will accept responsibility for poor results.
Max de Pree, the longtime chairman and CEO of the Herman Miller office-furniture company, personified the concept of servant leadership. He characterized the art of leadership as “lib- erating people to do what is required of them in the most effective and humane way pos- sible.” This puts the leader as the “servant” of his followers by removing obstacles that prevent them from doing their jobs, thus enabling them to realize their full potential (O’Toole, 1989, xviii–xvix).
The importance of humility also figures prominently in the concept of Level 5 leadership devel- oped by Jim Collins. His research examined how companies were able to transition from being merely “good” to “great.” He concluded that a leader builds “enduring greatness through a para- doxical blend of personal humility and professional will” (Collins, 2001, p. 20). Table 2.2 further elaborates on humility and will as they pertain to leadership. Many CEOs are egocentric, how- ever, and may take every opportunity to be the face of the company and be quoted in the press. Ironically, the companies they lead often don’t perform as well as their bluster might indicate. So where might you find a Level 5 leader? “Look for situations where extraordinary results exist but where no individual steps forth to claim excess credit. You will likely find a potential Level 5 leader at work” (Collins, 2001, p. 37).
Table 2.2: Summary of the two sides of level 5 leadership
Professional Will Personal Humility
Creates superb results, a clear catalyst in the transition from good to great.
Demonstrates a compelling modesty, shunning public adulation; never boastful.
Demonstrates an unwavering resolve to do whatever must be done to produce the best long-term results, no matter how difficult.
Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate.
Sets the standard for building an enduring great company; will settle for nothing less.
Channels ambition into the company, not the self; sets up successors for even greater success in the next generation.
Looks in the mirror, not out the window, to apportion responsibility for poor results, never blaming other people, external factors, or luck.
Looks out the window, not in the mirror, to apportion credit for the success of the company—to other people, external factors, and good luck.
Source: Jim Collins. (2001). Good to great: Why some companies make the leap . . . and others don’t. HarperCollins Publishers.