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earnings-improvement effort , that an absence of coaching was stifling progress .
On the surface , people said they did not have the time to make coaching a priority . But an investigation of the root cause showed that one reason people weren ’ t coaching was that they themselves had become successful despite never having been coached . In fact , coaching was associated with serious development needs and seen only as a tool for documenting and firing people . Beneath the surface , managers feared that if they coached someone , others would view that person as a poor performer .
Changing a pervasive element of corporate culture like this depends on a diverse set of interventions that will appeal to different parts of individuals and of the organization .
Leadership Behaviors
As leader in the 21st Century , there are four preferred behaviors to exhibit :
Solving problems effectively : The process that precedes decision making is problem solving , when information is gathered , analyzed , and considered .
This is deceptively difficult to get right , yet it is a key input into decision making for major issues ( such as M & A ) as well as daily ones ( such as how to handle a team dispute ).
Operating with a strong results orientation : Leadership is not only about developing and communicating a vision and setting objectives , but also following through to achieve set results . Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work .
Seeking different perspectives : This trait is conspicuous in managers who monitor trends affecting organizations . Organizations grasp changes in the environment , encourage employees to contribute ideas that could improve performance , accurately differentiate between important and unimportant issues , and give the appropriate weight to stakeholder concerns .
Leaders who do well on this dimension typically base their decisions on sound analysis and avoid the many biases to which decisions are prone .
Supporting others : Leaders who are supportive understand and sense how other people feel . By showing authenticity and a sincere interest in those around them , they build trust , inspire , and help colleagues to overcome challenges . They intervene in group work to promote organizational efficiency , allaying unwarranted fears about external threats and preventing the energy of employees from dissipating into internal conflict .
I am in no way suggesting that the centuries-old debate about what distinguishes great leaders is over or that context is unimportant . Experience shows that different business situations often require different styles of leadership . I do believe , however , that the above four points are key to a kind of core leadership behavior that will be relevant to most companies today .
Dr . Kellen Kiambati holds an MBA in Strategic Management from the Kenya Methodist University and a PhD in Business Administration with a focus in Strategic Management from JKUAT . She is a member of the Institute of Human Resource Management of Kenya . She can be reached via : Kellenkiambati @ gmail . com .
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