Concept[ edit ] The theory focuses on types of leader-subordinate relationships  which are further classified into subgroupsnamely the in-group and the out-group. Additionally, the in-group members are able to obtain more access to resources. The out-group relationship is more formal, being based on the contract of employment. Furthermore, they may not have full access to resources and are allocated fewer responsibilities that rank lower on the subject of importance.
Are You a Resilient Leader? By Susie Kelleher on March 22, How would you describe a resilient leader? When I ask this question, similar themes emerge from the answers. Resilient leaders are emotionally composed, even while under attack. They quickly acknowledge obstacles The linkage leader ask others for input to solve problems.
They see obstacles as a path to new possibilities and a way to showcase the talents of others.
They are not directive or controlling, but inviting and empowering instead. They do not quiet their opponents with their authority or feel threatened by other perspectives. Instead, they invite different perspectives to inform their own decision making. Resilient leaders are servant leaders. They are focused, present and engaged in what they are doing and whom they are with.
They are never too busy or too important to look you in the eye and give you their full attention.
I met someone recently who had the good fortune of meeting Nelson Mandela. He shared that when Mandela spoke it was as if no one else was in the room, even though there were hundreds of people present.
This is how leaders inspire others. Take a moment to think about the leaders around you—in your organization, your community, and the world—who embody this approach.
Resilient leaders are tough and determined, but they use their determination for the good of the whole—to empower others, not drive their own agenda.
There are a lot of highly determined and tough leaders out there who actually lose great employees and negatively impact outcomes. They drive compliance, not commitment, and are oblivious to the effect they have on others. Resilient leaders are purposeful. They are dedicated to increasing their self-awareness and growing their resilience throughout their career.
They make a lifelong commitment that takes work and diligent focus in order to progress over time. As leaders, we must role-model these behaviors if we hope to have an innovative, engaged and adaptable culture. Resilient leaders strategically use the art of stress and recovery.
Jim Loehr brilliantly speaks to this in Stress for Success. Strategic recovery can be as small as one minute of deep breathing or a walk up the stairs, or as big as a two-week vacation.
Whatever your recovery technique is, be intentional about it and treat it like any other important event on your calendar. How do they achieve such high standards of excellence? They focus as much energy on their recovery as they do on their training!
What forms of recovery do you use throughout the day to hit the reset button?
To help you get started, dive into the first four items on the following list. Make sure that you set time aside on your calendar to get very clear on the first two. With this foundation in place, the other items will come more easily to you.
Resilient leaders do the following: They have clarity around a larger purpose and reflect on it often.
They use stress to grow and have habitual recovery routines they stick to. They take care of their whole being—physical, mental and emotional. They have a positive and nonjudgmental inner coach that is curious, compassionate and lives in possibility. They are inspired by others, not threatened.“Linkage has been a long standing, trusted and valued partner to our business, consistently adding value around leadership succession, progression, and development.” Wieland Wettstein, Chairman of the Board, Denbury Resources, Inc.
Prior to Linkage, Ms. McCollum spent the last decade growing businesses within Corporate Executive Board (CEB), now Gartner. In her time there, she led product management within the leadership division, driving innovative solutions that helped organizations select, develop and place leaders at all levels.
The academic literature on the subject is vast. Our review of it revealed many formal definitions of organizational culture and a variety of models and methods for assessing it. The uniforms and insignia of the Schutzstaffel were paramilitary ranks and uniforms used by the Schutzstaffel (SS) between and to differentiate that organization from the regular German armed forces, the German state, and the Nazi Party.
THE LINKAGE LEADER 5 Myths about Leadership By Greg Smith Greg Smith is a nationally recognized speaker, author, and business performance consultant. Click to see the brand new XBOOM COUPLER, an excavator from an entirely new perspective!