Moving from being Lost to being a Learner

Current leadership skill level: Lost. A lost leader is a leader is one who does not understand their role and not self-aware. Leaders are learners and this is the most effective way to remove the feeling of being lost in a new role. 

How to build being a learner as a strength: Leaders can build their learning skills by doing something different in their role each day. Leaders can learn to target certain behaviors and build their strength as a learner by hiring an executive coach (Gaddis & Foster, 2013). Gaddis, B. H., & Foster, J. L. (2013). Meta-Analysis of Dark Side Personality Characteristics and Critical Work   Behaviors among Leaders across the Globe: Findings and Implications for Leadership Development and Executive Coaching. Applied Psychology -An International Review Psychologie Appliquee Revue Internationale64(1), 25–54.  https://doi-org.proxy1.ncu.edu/10.1111/apps.12017

Moving from being Knavish to Knowledgeable

Current leadership skill level: Knavish. A knavish leader cannot display knowledge because they consistently show dishonesty. This type of leadership is an example of a cold fish leader, who believes anything goes if results are gained (Leichty, 2005). To be a knowledgeable leader, leaders must want to share knowledge and do what is right.  

How to build being knowledgeable as a strength: Leaders must build their creditability and competence levels by understanding their role and team (Boddy, Miles, Sanyal, & Hartog 2015). Liechty, D. (2005.). The allure of toxic leaders: Why we follow destructive bosses and corrupt politicians, and how we can survive them. 

Journal of Religion & Health, 44(1), 121–123. Retrieved from:

http://proxy1.ncu.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=edswss&AN=000227732600012&site=eds-live Boddy, C., Miles, D., Sanyal, C., & Hartog, M. (2015). Extreme managers, extreme workplaces: Capitalism, organizations and corporate psychopaths. Psychopathy’, Journal of Neurology, Neurosurgery and Psychiatry 71(6): 727–31. Organization, 22(4), 530. Retrieved from http://proxy1.ncu.edu/login?url=https://search.ebscohost.com/login.aspx?direct=tr ue&db=edb&AN=108529978&site=eds-live

Moving from being Judgmental to Jovial

Current leadership skill level: Judgmental. A judgmental leader does not take into consideration all the facets of situation. Being judgmental poses negativity to a team. 

How to build jovial as a strength:  A leader who is jovial cannot be judgmental. Most jovial leaders are charismatic and encourage joy amongst their team (Li, Liu, & Luo, 2018). To build joy, a leader must become jovial in their role. 

Li, G., Liu, H., & Luo, Y. (n.d.). Directive versus participative leadership: Dispositional antecedents and team consequences. Journal of Occupational and Organizational Psychology Psychology, 91(3),645–664. https://doi-org.proxy1.ncu.edu/10.1111/joop.12213

Moving from Being Ignoble to Integrity

Current leadership skill level: Ignoble. An ignoble leader shows or has no honor in their character. An ignoble leader could lead a team down the wrong path because they cannot display integrity (Lanaj & Hollenbeck, 2015).  

How to build integrity as a strength: A way to combat being ignoble is to have integrity. To build integrity leaders must tell the truth and do what is right.

Lanaj, K., & Hollenbeck J. R. (2015). Leadership Over-Emergence in Self-Managing Teams: TheRole of Gender and Countervailing Biases. Academy of Management Journal, 58(5), 1476–1494. 

https://doiorg.proxy1.ncu.edu/10.5465/amj.2013.0303