The relationship between leadership and performance is well understood, what remains a persistent mystery is what leadership behaviours drive tea performance and which are those that hinder. We understand the main principles, such as good communication, setting direction and so on, but what’s not clear is the exact, define list…..that’s open to debate amongst the authors of the huge array of leadership texts.
Research from the Hay group suggests that 18% of leaders had been able to create high-performance environments for their employees, while more than half (53%) had generated demotivated working climates.
The above is a snapshot, but is based on independent studies of leadership behaviour.
Now, this is the tricky part what does a good leader actually look like. the phrase look like is important as leadership is a way in which someone behaviours – this behaviour then creates a positive image in the other persons mind. So we can say leadership is based on observable behaviours.
The above list could be classed as common sense, but after coaching over 100 leaders it’s not always that obvious. All of the above positive behaviours take effort to actually deliver and require the leader to adopt a positive mindset and unlearn years of bad habits.
The Hay Group research suggests that – Good leadership has the power to energise, engage and motivate staff to go the extra mile for their organisation. Poor leadership will have the opposite effect, creating a demotivating environment and leading, in time, to poor team performance – including high staff turnover and frequent absences.
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