Breakfast Club
Philadelphia: The Next Frontier for Learning and Development
Mar 18, 2010 07:30 am
Four Seasons Philadelphia
Philadelphia, Pennsylvania
Webinars
Improving Emotional Intelligence Through Behavioral Style
Mar 18, 2010
CLO Symposiums
The Networked Organization: Leading Learning in the New Economy
Apr 12, 2010 - Apr 14, 2010
Boca Raton Resort & Club
Boca Raton, Florida
Industry News
CCL Research: Effective Leadership Image Critical to Job Performance
Print this Article Email this Article
Image — the perception that others form of you as a result of the impression you make on them — has a significant correlation to perceptions of leadership skill and the ability to perform on the job, according to research from the Center for Creative Leadership (CCL), a global leadership education and research organization.
“Your effectiveness as a leader is tied directly to your image,” said Corey Criswell, CCL researcher. “Your ability to project an authentic leadership presence in the eyes of employees, customers, other important constituencies and the general public is closely related to your ability to do your job well.”
Criswell and CCL senior fellow David Campbell are the authors of an ideas into action guidebook, titled, Building an Authentic Leadership Image. The 32-page guidebook offers a series of practical tips and self-evaluations on how executives can take control of their image by assessing, choosing, crafting and practicing an image that will make them more effective leaders.
The authors’ observations on the importance of image are taken from a study of 150 executives who attended CCL’s Leadership at the Peak senior executive training program. The study found that leaders who displayed a strong image rated higher on several important leadership factors, including the ability to lead change, competency in strategic planning, foresight, the ability to inspire commitment, and originality.
Specifically, Criswell and Campbell explore some “image busters,” or common mistakes that executives make that have a negative effect on their leadership image.
- Too much seriousness: Leaders don’t need to be serious to be taken seriously. A smile and some warmth are positive qualities for leaders.
- Weak speaking skills: In a media-saturated world, people know a good speaker when they hear one. If necessary, executives should get a voice or speaking coach.
- Lack of clarity: Leaders who speak in vague, disjointed or rambling sentences confuse people. Executives should invest in media and presentation skills training to hone their message and delivery.
- Self-absorption: Leaders who overuse “I”, “me” and “my” are isolating themselves and not engaging their audience. Focus on “we.”
- Lack of interest: Dispassionate executives fail to inspire. True leaders must display energy, interest and passion for their work.
- Obvious discomfort: Executives who are tentative or uncomfortable in their roles create doubt among others in their leadership abilities and effectiveness. Successful leaders need to be confident and use body language that shows they are relaxed and comfortable in their leadership role.
As part of its Leadership at the Peak senior executive training program, CCL analyzed 150 executive responses to a question about the vision for their organizations taken from seven-minute video taped interviews of each participant. CCL measured their comments in terms of both content (what’s included in the vision statement) and articulation (how executives delivered the message). Those metrics were then compared to executives’ leadership skills as measured by two 360-degree assessments completed by their colleagues before beginning the program.
For more info: http://www.ccl.org
Executive Search
ESI International Director, eContent Strategy
01/14/2010
The Director, eContent Strategy is responsible for providing ESI’s executive team with strategic-level direction to implement alternative blended learning delivery formats to our worldwide client base.
Senior Manager, Global Learning & Talent Development
11/19/2009
Deloitte Touche Tohmatsu (DTT) is an organization of member firms devoted to excellence in providing professional services and advice. We are focused on client service through a global strategy executed locally in nearly 150 countries.
Director, Leadership & Organizational Development Parkland Health & Hospital System
10/26/2009
Parkland Health & Hospital System (www.parklandhospital.com) located in Dallas, Texas has been voted one of "America's Best Hospitals" by U.S. News & World Report for 16 consecutive years and recently named one of the "Top 100 Hospitals to Work For" by Nursing Professionals Magazine.
March 2010
Five Innovative Online Courses
Make the most of e-learning
March 2010
Securing the Future
Lessons from an educational innovator
March 2010
The Right Feedback
Leverage your untapped resources
Case Study
March 2010
Health Care Learning for the Next Generation
With a collaborative, networked learning system in place, NextGen cures health care providers’ hesitancy to innovate.
Business Intelligence
March 2010
Talent Management as Survival Skill
Talent management emerged from the recession relatively unscathed, and many CLOs see it as the way up and out of the economic downturn.
Profile
March 2010
Special Delivery: Learning at UPS
Anne Schwartz delivers a workforce that is the complete package via a philosophy of experiential rotation and a strong emphasis on simulations.
ADVERTISE CONTACT US PRIVACY ABOUT
Chief Learning Officer magazine is a trademark of Mediatec Publishing Inc. All clomedia.com and Chief Learning Officer magazine content © Copyright 2009 MediaTec Publishing Inc. All Rights Reserved. It is illegal to copy, reproduce or publish any information contained on clomedia.com or in Chief Learning Officer magazine without express written permission from MediaTec Publishing Inc.