How to Become a Better Leader Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Features that benefit the executive in the same position, often do not work in another place. Moving into a new role or media managers may have to play up or restrain the various aspects of their personalities. Strengths can become weaknesses. Psychologists have identified features of the countless differences us from each other. But recent studies have agreed on five main dimensions, each of which contains a group of symptoms that make up most of the differences between individuals. These dimensions are called Big Five: need stability, extraversion, openness, agreeableness and conscientiousness. Drawing on his extensive coaching work with managers, the authors identify the typical corporate failures related to the high and low scores on each of the Big Five personality dimensions, as well as possible solutions. For example, leaders who dominate the group settings, demonstrating the high level of extraversion, can practice the "four-point proposal" rule: limit what they have to say to four sentences. Managers who are too stupid or aggressively demonstrate low compliance, can practice the art of cushioning their criticism with such phrases as "let me play devil's advocate for a moment" or "if I put on the hat of my criticism." Self-awareness, the authors conclude, is the inevitable starting point for managing their psychological preferences. Without this, managers will struggle to find or develop strategies. With it, managers can see where their natural inclinations lie, and they can enhance or offset these tendencies, depending on the circumstances. The idea is to not be personality changes. It is to be himself, with great skill. "Hide
on Ginka Toegel, Jean-Louis Barsoux Source: MIT Sloan Management Review 12 pages. Publication Date: April 1, 2012. Prod. #: SMR417-PDF-ENG