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Behavioral and organizational psychology has a lot to learn about being a great leader. Recent studies reveal that modern leadership is not about governing with an iron fist, but more about cultivating the atmosphere in which team members feel supported and appreciated.
This is not only “soft learning”. There are well -documented psychological principles, which, when used accurately, can facilitate employees’ satisfaction, innovation and motivation, which results in increased efficiency and business development.
So what are these rules and how can modern leaders implement them?
Create a security culture and an open dialogue
Your team is more likely that development will develop if they feel secure to talk, take risks and share their opinions without criticism.
Amy Edmondson introduced the concept of mental security in her book Fearless organizationclaiming that individuals are more modern and involved when they work in a supporting environment. When employees trust that their contribution is valued and not rejected, they are more prone to cooperate, experiment and accept challenges-clicking aspects driving the place-oriented workplace.
Many leaders say that they need an modern culture, but inadvertently closed recent ideas with resistance or skepticism. Instead, contemporary leadership allows open dialogue and even rewards employees for risks, considering that each one errors are part of the learning process.
Set the culture “without guilt”-who encourages fresh ideas and continuous learning. Encourage your team to open sharing, provide constructive feedback and take risks. This type of environment drives business development – regardless of whether it means the introduction of recent products, extension to recent markets, or simply finding more efficient ways of work.
Get out of the constant way of thinking of skills
Carol Dweck’s work on growth in comparison with the established way of thinking concerns the conviction of the person who skills can be developed (growth) or are innate and unchanged (everlasting). In other words, leaders with a fixed way of thinking can consider that some members of the team “either have or not”, which limits development and development opportunities.
The most evident example of this is that the worker has performance problems and immediately forgives because they are not suitable for organization. Although this is sometimes justified, in many cases organizations do not provide training and the possibility of building skills to assist the worker improve.
This “efficiency” orientation is inherently flawed in this way. A more modern (and I’d argue, a higher) approach is to adopt orientation based on science, in which the effort, progress and learning are more explicitly rewarded.
By priority learning to perfection, employees grow to be more resistant and engaged, while building trust in leadership. More importantly, you give a tone in the workplace-oriented workplace, in which innovation is encouraged and encouraged to consistently improve.
Practice situational leadership
Situational leadership These are frames that encourage leaders to adapt their approach based on the context and the needs of their team. Developed by behavioral scientist Paul Hersey, this idea supports the concept that the “style” of leadership needs to be flexible and adapted, not stiff and established.
This implies that the possibility of switching between directic and supporting behavior, depending on what the situation requires. For example, you can adopt a more practical approach to training with recent employment that needs a direct tip, but take a more manual style for an experienced, more autonomous worker.
To practice situational leadership, assess the basic competences of your team, level of trust and readiness to unravel specific tasks. Adjust the leadership approach based on the style of learning each worker, regardless of whether it means offering instructive suggestions, motivational support or a more direct delegation.
Some could also be afraid that they are going to do it a leader in the housing, but situational leadership does not mean leading without conviction and strength. In fact, the adaptability itself is a strength, and the leader who can adapt his approach based on the needs of his team shows consciousness in addition to emotional intelligence.
This tuning will likely be well used by your team, because of which they feel more encouraged and motivated, receiving adapted support they should do their job well.
What science must teach us about contemporary leadership
Contemporary leadership adopts tested psychological principles to seek out recent ways to make contact with the team and cultivate the way of thinking of growth. These principles emphasize the adaptability, emotional intelligence and trust. Based on concepts equivalent to situational leadership and mental security, effective leaders can adapt their approach to fulfilling the unique needs of their team. This promotes the environment in which innovation and learning develop and are rewarded.
Learning these approaches reveals that leadership does not apply to rigid control, but flexibility and empathy. This inspires immunity, commitment and innovation, which advantages the team and the organization as a whole.