Effective Leadership Styles

[Infographic] 6 effective leadership styles

Laura-Jane Booker Employee experience, Engagement, Leadership, Motivation Leave a Comment

Leadership style can make or break the success of an organisation, team, or project. While different leadership styles suit different situations, effective styles share one common trait – emotional intelligence (EQ). Daniel Goleman (an EQ expert) proposed that there are 6 effective leadership styles, each stemming from 4 key EQ competencies: self-awareness, self-management, social awareness, and social skills. Coercive/Commanding Lead by force Climate influence: This style has a negative impact on the climate and demotivates employees as it eliminates the opportunity for new ideas, reduces accountability for performance, and destroys the rewards system. Of the 6 styles, coercive is the …

Cultural intelligence

Leading diverse teams: the importance of cultural intelligence

Laura-Jane Booker Diversity & inclusion, Engagement, Leadership Leave a Comment

So you’ve probably heard about emotional intelligence (EQ), a key tool in a leader’s toolkit. But what have you heard of cultural intelligence (CQ)? It’s equally important but it’s a largely unrecognised leadership tool. For those unfamiliar with the concept, here’s what you need to know: Components of cultural intelligence CQ is a person’s capability for successful adaptation to new cultural settings. Leaders with high CQ are culturally competent and have the skills, attitude, and behaviours to function and manage effectively in culturally diverse settings. CQ consists of 4 components. Leaders with high CQ will possess all 4 components. Cognitive …

How effective leaders get results

How effective leaders get results

Laura-Jane Booker Employee experience, Engagement, Leadership Leave a Comment

Leaders need to get results: whether revenue growth, return on sales, efficiency, profitability, employee satisfaction, or employee engagement. Quite the task! So how on earth do leaders do it? One way is by influencing the organisation’s climate, which can account for a third of an organisation’s financial performance. How? Glad you asked! Six ways leaders can influence organisational climate Permit Flexibility – give employees the freedom to experiment and take calculated risks to achieve goals without unnecessary restrictions and micromanaging. Flexibility promotes creativity, innovation, and accountability over one’s work. Create Responsibility – give employees control over their own work to …

The business case for measuring and managing employee mental wellbeing

Laura-Jane Booker Employee experience, Organizational culture, Wellness Leave a Comment

This is the second part in our employee mental wellbeing series. If you haven’t read it yet, check out part one: Encouraging employees to flourish. Here’s a quick recap. Employee mental wellbeing Mental wellbeing is a continuum. At the positive end you have flourishers. At the negative end you have languishers. The goal of any organisation is to enable all of their employees to be flourishers. Why? Because flourishers drive positive business outcomes such as engagement, productivity, organisational commitment, and organisational citizenship behaviours. Flourishers also take fewer sick days, are more resilient, and are less likely to seek employment elsewhere. …

Encourage employees to flourish

The business case for employee mental wellbeing: encouraging employees to flourish

Laura-Jane Booker Employee experience, Wellness Leave a Comment

People tend to associate the term mental wellbeing with illnesses such as depression, schizophrenia, and bi-polar disorder. As a result, organisations tend to think it’s not relevant to everyone and shy away from addressing employee mental wellbeing. But what if I were to talk about stress, anxiety, and burnout? Suddenly, mental well-being becomes highly relevant because these are common work-related terms and issues that affect many employees. The languishing-flourishing continuum If employee mental wellbeing is a spectrum, at the positive end we have employees at their peak mental state – or flourishing. An employee who is flourishing is filled with …

Fairness: the same for everyone

Fairness – what is it, and how should it be measured?

Laura-Jane Booker Employee experience, Engagement, Rewards & recognition 2 Comments

Fairness is widely studied within academic literature, where it is known as Organisational Justice. However, it is not commonly measured within organisations themselves. Perhaps because organisations don’t fully understand its importance and relationship to business outcomes. In the literature, Organisational Justice is defined as “the extent to which employees perceive workplace procedures, interactions, and outcomes to be fair in nature” (Baldwin, 2004). It is typically broken down into three factors: Distributive Justice – the perceived fairness of the distribution of rewards based on work input. It is important to note that employees perceive fairness by comparing their rewards to that …