Moving from being Hopeless to Hopeful as a Leader

Current leadership skill level: Hopeless. A leader is often seen as a role model. A hopeless leader exudes negative and worrisome concerns towards their team (Gerbert, Heinitz, & Buengeler, 2016). Being a hopeless leader means the leader does not believe in their own capabilities, therefore why should anyone else.

How to build hopeful as a strength: A leader can become hopeful by continuously showing hope to their team and staying positive in rough situations. To build hope on a consistent basis a leader should communicate weekly with their team by having morning huddles.

Gebert, D., Heinitz, K., & Buengeler, C. (2016). Leaders’ charismatic leadership and followers’ commitment — The moderating dynamics of value erosion at the societal level. The Leadership Quarterly, 27, 98–108. https://doi-org.proxy1.ncu.edu/10.1016/j.leaqua.2015.08.006

Moving from being Gullible to Grateful as a Leader

Current leadership skill level: Gullible. A gullible leader can be seen to their team as a leader who will do or follow any rule without question. A gullible leader does not act as if they have commitment to the organization (Kerwin & Bopp, 2013).  They are scared and may make rash decisions.

How to build grateful as a strength: A grateful leader is a servant leader. A leader can increase his gratefulness by doing activities with their team to increase performance, motivation, and happiness (Kerwin & Bopp, 2013).  A grateful leader develops and conducts monthly team building activities. Team building activities should include cognitive restructuring. Cognitive restructuring is a key to organizing change and helping teams to look at things differently (Schein, 1996).

Kerwin, S., & Bopp, T. (2014). Exploring cognitive restructuring: A multi-foci leadership perspective. Sport Management Review, 17, 277–291. https://doi-org.proxy1.ncu.edu/10.1016/j.smr.2013.11.005

Schein, E. H. (1996). The three cultures of management: Implications for organizational learning. Sloan Management Review, 38, 9–20

Moving from being Fearful to a Fighter as a Leader

Current leadership skill level: Fearful. Being a fearful leader is a sign of weakness to followers. Strong leadership has a significant role in reestablishing and maintaining goals and values of a team (Kerwin & Bopp, 2013). Leaders must fight for their team members trust to uphold the goals and values of the team.

How to build being a fighter as a strength: Leaders should ask the hard questions. Leaders can take on a mentorship relationship with employee from another department to test their fighter capabilities (Kerwin & Bopp, 2013). Leaders who seek out 2-3 opportunities per year to mentor and help develop employees and in return the leader will develop skills themselves.

Kerwin, S., & Bopp, T. (2014). Exploring cognitive restructuring: A multi-foci leadership perspective. Sport Management Review, 17, 277–291. https://doi-org.proxy1.ncu.edu/10.1016/j.smr.2013.11.005

Moving from being Expressionless to being Emotional Intelligent as a Leader

Current leadership skill level: Expressionless. Having emotions as a leader is a human trait, therefore there is no need to suppress emotions. A leader who suppresses their emotions feels emotions, but chooses to remain expressionless which hinders expressive behavior towards their team (Menges, Kern, & Bruch, 2015).  A leader who develops their emotional intelligence can avoid this.

How to build emotional intelligence as a strength: Leaders should practice lessening their position by giving control in a staff meeting with their team and monitor how they control their emotions while their position is lessened (Menges, Kern, & Bruch, 2015).  Leaders should test their emotions by conducting one-on-one meetings with their team on a regular basis (Menges, Kern, & Bruch, 2015). Menges, J. I., Kilduff, M., Kern, S., & Bruch, H. (2015).

The awestruck effect: Followers suppress emotion expression in response to charismatic but not individually considerate leadership. The Leadership Quarterly, 26, 626–640. https://doi-org.proxy1.ncu.edu/10.1016/j.leaqua.2015.06.002