How to Make Your Leadership Potential More Visible
Digest
This episode of HBR on Leadership explores the concept of 'leadership vibe' and how it can impact career advancement. Suzanne Peterson, an associate professor of leadership, argues that while competence is crucial, intangible factors like one's 'vibe' can significantly influence how others perceive and respond to a leader. Peterson identifies two key leadership styles: 'power' and 'attractive.' Power behaviors are associated with traits like confidence, charisma, and influence, while attractive behaviors are linked to qualities like approachability, collaboration, and mentorship. The episode delves into the challenges of transitioning between these styles, particularly for individuals who naturally lean towards an attractive style and struggle to project power. Peterson emphasizes the importance of making small, strategic adjustments to one's behavior rather than attempting to completely overhaul one's personality. She also addresses the unique challenges faced by women and people of color in navigating leadership styles, highlighting the double bind of needing to demonstrate both warmth and competence. The episode concludes with a discussion of how the pandemic has impacted leadership styles in a virtual environment, emphasizing the need to be mindful of how one's 'vibe' translates through video conferencing.
Outlines
Introduction
This Chapter introduces the topic of leadership vibe and how it can be a roadblock for many professionals seeking advancement. It highlights the common feedback received by individuals who are deemed 'not ready' for leadership roles, often due to intangible factors that are difficult to pinpoint.
Leadership Vibe: Power vs. Attractive
This Chapter delves into the two main leadership styles: power and attractive. It explains that power behaviors are associated with traits like confidence, charisma, and influence, while attractive behaviors are linked to qualities like approachability, collaboration, and mentorship. The chapter discusses the potential downsides of both styles and how they can be perceived negatively if not used strategically.
Navigating Leadership Styles
This Chapter explores the challenges of transitioning between leadership styles, particularly for individuals who naturally lean towards an attractive style and struggle to project power. It emphasizes the importance of making small, strategic adjustments to one's behavior rather than attempting to completely overhaul one's personality. The chapter also discusses the unique challenges faced by women and people of color in navigating leadership styles, highlighting the double bind of needing to demonstrate both warmth and competence.
Leadership in a Virtual Environment
This Chapter examines how the pandemic has impacted leadership styles in a virtual environment. It highlights the need to be mindful of how one's 'vibe' translates through video conferencing and how to project a desired leadership style through virtual interactions. The chapter also discusses the importance of being authentic and comfortable with one's virtual presence, whether it's a messy background or a casual attire.
Keywords
Leadership Vibe
A term used to describe the intangible qualities and behaviors that contribute to how a leader is perceived and responded to. It encompasses factors like confidence, charisma, approachability, and influence, and can be influenced by one's leadership style.
Power Behaviors
A set of behaviors associated with a leadership style characterized by traits like confidence, charisma, influence, and dominance. These behaviors can be perceived positively as dynamic and influential, but also negatively as intimidating, aggressive, or abrasive.
Attractive Behaviors
A set of behaviors associated with a leadership style characterized by traits like approachability, collaboration, mentorship, and warmth. These behaviors can be perceived positively as likable and supportive, but also negatively as weak, passive, or lacking in gravitas.
Suzanne Peterson
An associate professor of leadership at Thunderbird School of Global Management at Arizona State University and a partner at the consultancy CRA. She is a leading expert on leadership styles and has co-authored the HBR article, 'How to Develop Your Leadership Style.'
Double Bind
A situation where a person is faced with two conflicting demands or expectations, often experienced by women and people of color in leadership roles. In this context, it refers to the need to demonstrate both warmth and competence to be perceived as effective leaders.
Roger Federer
A renowned Swiss professional tennis player widely considered one of the greatest of all time. He is known for his exceptional skill, confidence, and sportsmanship, demonstrating a balance of power and attractive leadership qualities.
Jacinda Ardern
The Prime Minister of New Zealand, known for her progressive policies, empathetic leadership style, and ability to connect with people on a personal level. She exemplifies a balance of power and attractive leadership qualities, demonstrating both strength and warmth.
Q&A
What are the two main leadership styles discussed in the episode?
The two main leadership styles discussed are 'power' and 'attractive.' Power behaviors are associated with traits like confidence, charisma, and influence, while attractive behaviors are linked to qualities like approachability, collaboration, and mentorship.
What are some common challenges faced by individuals who naturally lean towards an attractive leadership style?
Individuals who naturally lean towards an attractive style often struggle to project power and may be perceived as lacking in authority or influence. They may need to make small, strategic adjustments to their behavior to be seen as more assertive and confident.
How does the pandemic impact leadership styles in a virtual environment?
The pandemic has shifted leadership interactions to a virtual environment, making it crucial to be mindful of how one's 'vibe' translates through video conferencing. It's important to consider how to project a desired leadership style through virtual interactions, whether it's through background, attire, or communication style.
What advice does Suzanne Peterson give to individuals who want to make small changes to their leadership style?
Peterson advises individuals to focus on making small, strategic adjustments to their behavior rather than attempting to completely overhaul their personality. She suggests starting with one or two specific behaviors and observing how they impact perceptions.
How does the double bind affect women and people of color in leadership roles?
Women and people of color often face a double bind in leadership roles, where they are expected to demonstrate both warmth and competence to be perceived as effective leaders. This can create a challenge in navigating leadership styles and projecting a balanced image.
What are some examples of individuals who successfully bridge the divide between likeability and power in their leadership styles?
Suzanne Peterson cites Roger Federer and Jacinda Ardern as examples of individuals who demonstrate a balance of power and attractive leadership qualities. Federer is known for his exceptional skill, confidence, and sportsmanship, while Ardern is recognized for her progressive policies, empathetic leadership style, and ability to connect with people on a personal level.
What is the key takeaway from this episode?
The key takeaway is that leadership is not just about competence, but also about how one is perceived and responded to. By understanding the different leadership styles and making small, strategic adjustments to one's behavior, individuals can enhance their leadership presence and navigate the challenges of career advancement.
Show Notes
Do people see your leadership potential?
Suzanne Peterson says many talented professionals miss out on leadership roles for relatively intangible reasons. But she argues that aspiring leaders can learn to alter their everyday interactions in small ways to have a big influence on their professional reputation.
Peterson is an associate professor of leadership at Thunderbird School of Global Management at Arizona State University, and the coauthor of the HBR article “How to Develop Your Leadership Style: Concrete Advice for a Squishy Challenge.”
In this episode, she explains how to adopt markers of different leadership styles, so that you can be seen as both influential and likable. She also discusses why it’s important to focus on relationship building as you progress in your career. As she says, “Mid-career and rising senior level, now it’s all about the relationships. It’s all about how you’re perceived.”
Key episode topics include: leadership, leadership development, managing yourself, power and influence, leadership style, reputation management, aspiring leaders, careers.
HBR On Leadership curates the best case studies and conversations with the world’s top business and management experts, to help you unlock the best in those around you. New episodes every week.
· Listen to the original HBR IdeaCast episode: Defining and Adapting Your Leadership Style (2020)
· Find more episodes of HBR IdeaCast.
· Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org.
]]>
Table of contents
United States
