Four levels of credibility of a leader.

Credibility is the foundation of leadership and must be earned over time through the quality of relationships and demonstrating our capabilities. Ultimately it is determined by those around the leader and gives them the opportunity to leave a positive and lasting impression on the lives of its employees which in turn regard them as motivators, enthusiastic, promoters of change, inspiring, capable, powerful , respected and proud.

Note*. This article is based on the book by James M. Kouzes Credibility Barry Z. Posner and Kouzes and Posner 1993 developed a study interviewing thousands of middle control who asked what they valued most in a leader, and its outcome conclusion, sustainable over time is that of credibility.
The beginning of leadership is based on the belief in oneself and maintained and fed as a result of our employees begin to believe in our affirmations and acts generating a commitment and credibility in making a kind of critical factor éxitoparticular.

Kouzes and Barry define the model to generate credibility in three steps: clear statement of needs, interests, aspirations and qualities of the leader and his collaborators, emphasizing considered as positive certain principles as guides the group and finally the take and pass a series of common aspirations that the leader and his collaborators share.

four characteristics that “set” confidence in a leader they define are:

– The honesty. “Having word” and develop our work in accordance with a code of ethics, which is defended and guide our work, it is one of the main aspects that develops a credible leader. Consistency between words and actions of a leader serves to judge whether you can trust him or not: if you do not believe the messenger, will not believe the message.

– With farsighted. Providing employees a defined by the group to get help promote a line of joint work for the team goal. It has a clear vision (often innovative) of what you want for the company in the future and moves the team to get the organization closer to that objective (mind correspond to the order defined by Covey)

– Inspiring personality. The energy and excitement in the projects in a great asset to motivate and persuade our partners that they can give their best. Leaders must believe and partake in what they do, otherwise not be able to present their lines of work and convince their partners.

– Its ability and competence. The work to develop as one attracts and raises the confidence of working with us and inspires confidence in new projects or developments. Knowing how to do things and do them efficiently getting results is a tremendous catalyst.
From these four main features five commitments that leaders must take note: challenging the process, develop a shared vision, fostering the skills of the group, being the model and keep your spirits.

– Defying process. The search for innovative ways to improve processes is usually a constant leadership, this system brings to assume mistakes and celebrate small successes and move forward on many occasions despite obstacles that may arise in order to achieve the changes necessary to achieve the proposed goal.

– Develop a shared vision. Leadership is accompanied by a vision of the future. Leaders must integrate their team by developing the shared aspirations of the group. shared values of the group (one of the McKinsey 7s) are developed and “shape” their basic assumptions (Schein model).

– Encourage team skills (very important factor of “new leadership” The leader is aware that it can not achieve its objectives if only because it encourages collaboration and teamwork development skills or intangibles of its employees.. the application of different leadership styles depending on their partners and the strengthening of relations between the group members are priorities of leadership.

– Being a model. Good leaders defend their style but do not force others to adopt their views, on the other hand working on building consensus on a set of common guidelines. Charges can be “granted” in a company however is the behavior of leaders which makes them the respect of others.

– Keep your spirits. Achieving results is a difficult task because the road is full “dark spots”. The “push” with hope and determination to reviewers needed to get results. Aspects such as the valuation of the contributions of others and acts of concern for the rest of the employees are important aspects to consider in leadership.
Leadership is earned. Effective leaders set the example and commitments by their simple, everyday actions that “catalyze” improvement, progress and even the change in the company. But employees are also generate the credibility of the leader it is their relationship that allows “view” and assess the consistency between the declared leader and executed.

Credibility can be defined as the ability to inspire confidence in others and is formed by two factors including technical competence and integrity.

– Integrity is related to the authenticity of the leader, who may waver but must be consistent and credible, since no follower trust someone who does not know what he’s talking about or does not comply with its promises (remember that a leader who meets his word creates a lasting impact over time and avoids called Halo Effect). Thus the coherence between public and private image is particularly relevant. Perceived congruity by the team leader’s behavior is to do what is said according to the values they are declared.

– Training and experience are determining the level of technical competence, which should be understood not only as knowing the business, processes and key tasks of the organization but also its relevant environment. It is important to understand the operation of the entity and the forces that affect the behavior to guide the team in the relevant context. A leader who keeps his word, despite the difficulties, generates a strong and lasting impact on employees so that your company stays in time.

Thus and considering both the evolution of their experience and confidence can be highlighted four levels on the credibility of a leader:

As short term with a word of Kouzes and Barry, “it is clear that we are willing to Segur someone, either in battle or in the meeting room, in the classroom or in the gym, at the office or in the shop, first seek to ensure that person is trustworthy. ”

As managers, middle managers, employees and consultants (especially those who consider ourselves knowledge workers) must bear in mind that credibility is the basis of all labor relations and as such should become a sort of core competence and strength to develop in the development of our work and as a basic pillar for the development of our own leadership.

Four levels of credibility of a leader.

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