A reality of effective leadership is that leaders often need to modify their behavior to meet the needs of their constituents.
But how do we help leaders develop behaviors that will make them effective in the workplace, if those behaviors change depending on the audience?
The first step: understanding the variations in how different observers perceive leaders in different contexts. In a study of more than 13,000 leaders in over 45 countries, MRG explored how bosses, peers, and direct reports perceive leaders’ competence in three areas:
- Overall effectiveness
- Future potential
- Tolerance for ambiguity
While some behaviors appeared repeatedly as important across constituencies, there were also noteworthy variations. Leaders who are eager to get buy-in and earn trust from all of their colleagues would be wise to pay close attention to these findings.
