Be Likable to Be an Effective Leader

The most common philosophy around traditional leadership practices is to earn the trust and respect of your disciples. However, this conventional leadership style has undergone a huge transformation over the past few years. According to some research over the past five years, six top management journals have proposed around 29 different leadership styles and concepts like “authentic,” “ethical,” “charismatic,” “transformational,” and “servant” leadership.

In this article at Harvard Business Review, Charn McAllister, Sherry Moss, and Mark J. Martinko why this change in the leadership style is essential.

Change is Good

Mc Allister recalls his first profession as a soldier in the US armed forces, where they were made to believe that leadership is not about being liked. But his instincts always had him think that being liked was valuable. Now, his second profession, as a professor of organizational behavior, taught him that his instincts were right.

The authors talk about some results from the research surveys that defined the different leadership styles. Though each leadership style is distinct, most followers rated their leaders on the same scale for leadership styles. For instance, the same leader got a high rating as ‘ethical’ as well as ‘transformational’. The results made the authors believe that these ratings did not depend on leaders’ specific behaviors but whether they are likable or not. This proves that being liked is a crucial part of the leadership style.

The authors further prepared and rolled out a Leader Affect Questionnaire (LAQ) to prove their theory. This questionnaire had five questions to test whether a leader was liked or not by his/her follower on a 7-point answer scale. They ran the survey across 3,056 employees, and the results were quite supportive of their theory. It proved that if the subordinates liked their leader, then they would also highly rate them on other positive traits or styles.

To read the original article in detail, click on the following link: https://hbr.org/2019/10/why-likable-leaders-seem-more-effective


Priyanka Chakraborty

Priyanka Chakraborty is a content specialist, currently a part of CAI Info India. She holds diverse experience in content writing spanning domains like Information Technology, Digital Marketing, Social Media, Content Marketing, Nutrition, Health & Fitness, Photography, Website Design, Career Advancement, etc. In the past, she has worked with the leading job portal of India, Naukri.com, and then moved on to a UK-based online education company, Shaw Academy, before joining CAI India. A writer by day and a reader by night, she loves to explore her creative instincts further in art and painting.

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