WORKPLACE COLLABORATION
One debate that has gone on for decades, and will continue to be argued (both academically and more casually), is ‘are leaders born or made?’
are more quickly revealed to our subconscious, which we call instincts more commonly ‘our gut feelings.’ Even after all these years, I can recall (and almost re-live) my two primary reactions to my toxic leader: dread and defensiveness.
It could look something like this: WHO
WHAT THEY DID WHY THEY DID IT HOW I FELT
ACTIONS YOU CAN TAKE Self-awareness, self-knowledge and self-refl ection are three essential elements to eff ective leadership. The ability to lead others is incumbent upon your ability to lead yourself. Remember: your direct reports will take note of what you do, what you say and how you think. They will follow your actions, not your words.
Look this over and incorporate this into your life
diagram above. With these two documents in hand, you can easily to see your growth as a leader. Keep these handy to look at as we journey through LEADERSHIP.
LEADERS VS. MANAGERS Notice I have not talked about managers. Managers oversee projects and deadlines. If they supervise people, they generally are a micro-manager. Leaders guide, coach and mentor people — the people that work together on projects. Managers are more logistical, leaders are more relational. Managers are more tactical, leaders are more strategic. Managers consider their workers as a commodity; leaders value their employees as people. I would like to note that leaders can be a positive or negative infl uence — they can act appropriately or inappropriately. Leaders are expected to be strategic; able to frame and
re-frame situations to determine the best solution overall and to get others on-board with the decision. Leaders need to be aware of ‘the elephant in the room’ and understand that a person’s perception is their reality. Leaders know that setting goals is a manager’s responsibility — working with the team member to accomplish and exceed those goals is the leader’s responsibility.
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CONCLUSION Thank you for accompanying me on both the CHARACTER and CHANGED journeys. I hope you found additional insights into these obstacles. Email me if you would like to see other topics, or a specifi c area of leadership, addressed in these articles. Note: I will be including leadership books that I have
relied upon, those that I used in my doctoral pursuit and those that are used in UC’s Organizational Leadership and Strategic Leadership degrees. Some I will use in my articles; others are listed for your reference.
Dr. Shari Frisinger is the creator of Radar Leadership ™
, a series of programs and workbooks
designed to enhance awareness and remove traditional thinking to dysfunctional relationships. Dr. Shari specializes in revealing the root causes of inappropriate behaviors and provides you tools to
transform confl ict into actionable solutions. Her recent research is on the defensive behavior aspect of human factors, CRM and TEM.
Dr. Shari is an NBAA PDP provider, a member of the Aviation Psychology Association, and teaches leadership degree courses at The University of Charleston and Embry- Riddle Aeronautical University. She has presented behavioral safety programs to a variety of fl ight departments, aviation companies, and aviation conferences. Connect with Dr. Shari on LinkedIn and Twitter, phone 281.701.6046, email her for her newsletter (
DrShari4136@outlook.com) or https://www.
davincitraininginstitute.com/our-partners-cornerstone-strategies/
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