What makes you a great leader?

What makes you a great leader?

Just the right confidence!

Although self-confidence is not as common as everyone’s evaluation of strengths, it is still said to be a weakness of leadership. When leaders make confident wrong decisions, it is clearly visible and deeply rooted in people; but whenHe made the right decision with confidence, and it disappeared.

Just like when we talk about salt in seasonings, when it is too much or too little, it is difficult for us to notice other things, but when it is just outside, you just notice other flavors.
No one praises it for the right amount of salt in the seasoning, just as leaders cannot be praised with the right level of confidence.

  A recent study showed that the best leaders (employees) are those with the right level of confidence.

  Washington, DC-A study published in the February issue of the Journal of Personality and Social Psychology (published by APA) showed that leaders of an organization who are particularly high or low in self-confidence are used to be considered inefficient.

Middle-level leaders have the “best” level of confidence, but many companies are on both extremes.

Research shows that among these aspiring leaders, too high or too low a level of confidence is their most common weakness.

  In various studies, Dr. Daniel Ames, a professor at Columbia Business School, and Dr. Francis Flynn, a professor at the Stanford Graduate School of Business, asked workers to describe the advantages and disadvantages of colleagues’ leadership.

The most common strengths of the report include some traditional leader traits: wisdom, self-discipline, and inspiration.

The opposite of the absolute advantages of the most common reported shortcomings is a surprising result.

After sampling leaders and potential leaders several times, Ames and Flynn found that the problem of self-confidence is the most cited, sometimes even more than a combination of appeal, wisdom, and self-discipline.

  One of the reasons for this finding is that self-confidence, unlike appeal, usually shows problems only when it is lacking.

Potential leaders show “wrong” confidence in both extremes.

In one of the tests, Ames and Flynn’s research team coded more than 1,000 explanations workers call coworker leadership.

Among the explanations used to describe the lack of leadership, the most commonly mentioned is “confidence”, which is the second pair of interpretations, including: “cohesion”, “ability”, “reliability” and so on.

Half of the words describing weaknesses clearly point to “confidence.” For these explanations, 48% thought they were overconfident, while the rest thought they were too unconfident.

  Ames said, “Although self-confidence is not as common as colleagues’ evaluation of strengths, it is still said to be a weakness of leadership. When a leader makes a wrong decision with confidence, it is clearly visible and deeply rooted.When the right decision is made, it disappears.

Just like when we talk about salt in seasonings, when it is too much or too little, it is difficult for us to notice other things, but when it is just outside, you just notice other flavors.
No one praises it for the right amount of salt in the seasoning, just as leaders cannot be praised with the right level of confidence.

After discovering that the challenges of self-confidence to leaders are sufficiently broad, Ames and Flynn tried to find out what is affecting the two extreme performances?

The answer is: every failed outcome has a different reason.

“Leaders who are motivated but not confident enough cannot stick to their interests, and they are blamed for inefficiency in reaching their goals and publishing results.

Conversely, those with high self-confidence often cannot tolerate such accusations.

So even if they got what he wanted, they also froze their relationship with the people around them.

Over time, social costs converge and begin to undermine these results.

“Ames said.

“Most effective leaders work hard to advance their ideas, not to maintain relationships that have been stiffened by them.

Ames and Flynn warned: Their results don’t say that for leaders, the way to solve problems is to always have the right self-confidence.

Instead, tell the leader that proper self-confidence can better promote their response when the environment requires low-key behavior.

Leaders’ persistent self-confidence can lead to short-sighted behavior.

  Ames and Flynn said: When people know that leaders who are neither overbearing nor irrelevant are the best, they are embarrassed by the previous big mistakes.

We find that scholars and managers always don’t care what others think of their behavior. One of the reasons is that people always give unfair feedback on a thing just as they do about self-confidence.

Ames说:“又有谁愿意告诉蛮横的老板说他\她是一个性情古怪的人呢?”

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