Erroneous Cues of Leadership: Implications for Leadership Emergence and Leadership Selection
The characteristics and behaviors required to be effective as a leader are clear. Effective leaders rely not only on technical competence to make effective decisions and solve problems single-handedly but also on social competence to promote cooperation and collaboration within their teams and organizations. By providing both technical know-how and interpersonal support, effective leaders ensure that their teams work effectively together toward a common goal. An extensive academic and practitioner-focused literature provides additional nuances about the elements of effective leadership. However, when it comes down to it, leadership effectiveness is predicated on having the requisite task skills to contribute knowledge as well as social skills to drive collaboration on shared tasks.
Despite the broad consensus on the key characteristics of effective leaders, individuals who emerge as leaders do not always fulfill these ideal prerequisites. Without much difficulty, students can likely recall examples of such individuals from past personal experiences or public accounts-leaders who, despite not excelling technically or contributing positively to the productivity or well-being of their teams or organizations, nevertheless obtained and remained in positions of power. Although people may, in theory, want to select leaders who are the most skilled and capable of promoting collaborative goals, in practice, the criteria used to select leaders often stray from these desired characteristics. People systematically deviate from selecting those who would be most effective as leaders and instead rely on superficial and often faulty cues to determine which individuals are apparently competent, influential and leader-like and therefore are subsequently chosen as leaders. By understanding the underlying psychological processes that lead people to make these flawed assessments, students can help ensure they succeed as both team members and team leaders.
Despite the broad consensus on the key characteristics of effective leaders, individuals who emerge as leaders do not always fulfill these ideal prerequisites. Without much difficulty, students can likely recall examples of such individuals from past personal experiences or public accounts-leaders who, despite not excelling technically or contributing positively to the productivity or well-being of their teams or organizations, nevertheless obtained and remained in positions of power. Although people may, in theory, want to select leaders who are the most skilled and capable of promoting collaborative goals, in practice, the criteria used to select leaders often stray from these desired characteristics. People systematically deviate from selecting those who would be most effective as leaders and instead rely on superficial and often faulty cues to determine which individuals are apparently competent, influential and leader-like and therefore are subsequently chosen as leaders. By understanding the underlying psychological processes that lead people to make these flawed assessments, students can help ensure they succeed as both team members and team leaders.
Collection: IESE (España)
Ref: DPON-153-E
Format: PDF
Number of pages: 20
Publication Date: Sep 20, 2019
Language: English
Description
The characteristics and behaviors required to be effective as a leader are clear. Effective leaders rely not only on technical competence to make effective decisions and solve problems single-handedly but also on social competence to promote cooperation and collaboration within their teams and organizations. By providing both technical know-how and interpersonal support, effective leaders ensure that their teams work effectively together toward a common goal. An extensive academic and practitioner-focused literature provides additional nuances about the elements of effective leadership. However, when it comes down to it, leadership effectiveness is predicated on having the requisite task skills to contribute knowledge as well as social skills to drive collaboration on shared tasks.
Despite the broad consensus on the key characteristics of effective leaders, individuals who emerge as leaders do not always fulfill these ideal prerequisites. Without much difficulty, students can likely recall examples of such individuals from past personal experiences or public accounts-leaders who, despite not excelling technically or contributing positively to the productivity or well-being of their teams or organizations, nevertheless obtained and remained in positions of power. Although people may, in theory, want to select leaders who are the most skilled and capable of promoting collaborative goals, in practice, the criteria used to select leaders often stray from these desired characteristics. People systematically deviate from selecting those who would be most effective as leaders and instead rely on superficial and often faulty cues to determine which individuals are apparently competent, influential and leader-like and therefore are subsequently chosen as leaders. By understanding the underlying psychological processes that lead people to make these flawed assessments, students can help ensure they succeed as both team members and team leaders.
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Despite the broad consensus on the key characteristics of effective leaders, individuals who emerge as leaders do not always fulfill these ideal prerequisites. Without much difficulty, students can likely recall examples of such individuals from past personal experiences or public accounts-leaders who, despite not excelling technically or contributing positively to the productivity or well-being of their teams or organizations, nevertheless obtained and remained in positions of power. Although people may, in theory, want to select leaders who are the most skilled and capable of promoting collaborative goals, in practice, the criteria used to select leaders often stray from these desired characteristics. People systematically deviate from selecting those who would be most effective as leaders and instead rely on superficial and often faulty cues to determine which individuals are apparently competent, influential and leader-like and therefore are subsequently chosen as leaders. By understanding the underlying psychological processes that lead people to make these flawed assessments, students can help ensure they succeed as both team members and team leaders.
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