We know from research reported here last week that on an interpersonal level, narcissistic leaders leave a lot to be desired (ok, they suck). If you work for a narcissist, you are not likely inspired by your leader’s vision (if he/she has even offered one), you are probably not recognized and rewarded the way you [...]
Last week I wrote an article entitled “Seven Things To Expect From Your Narcissistic Employee” that looked at how to deal with employees that are overly self-absorbed, arrogant, manipulative, and believe they are entitled to lead others. But that article did not address what to expect from a leader with a narcissistic personality.
Once again, there [...]
The narcissistic personality trait describes individuals that believe they are special, have a sense of entitlement, require excessive admiration, lack empathy, are interpersonally exploitive, and are arrogant and haughty. As defined by one of its most frequently used measures, the Narcissistic Personality Inventory (NPI, Raskin & Hall, 1981), there are four dimensions to the narcissistic [...]
If your business relies on delivering high quality service to customers, I hope you recognize that the answer to this question is “yes.” Studies have shown that employees’ display of positive emotions toward both customers and coworkers enhances service delivery.
A new study published in the Journal of Applied Psychology provides additional support for the efficacy [...]
Often managers are called to be more than just managers; they’re called to be leaders. Recent literature continues to blur the line between management and leadership. However, one theory stands out because of its potential to make clear cut distinctions between leaders and managers: Transformational Leadership theory.
Transformational Leadership is a relatively new approach to leadership [...]
W Edwards Deming was an American statistician, considered the father of the modern quality movement. In 1982, Edwards Deming published “Out of the Crisis” identifying 14 points for management which if applied would enable Japanese manufacturing efficiencies to be realized.
Deming’s 14 Points:
Create constancy of purpose and continual improvement where long-term planning replaces short-term reaction.
Adopt this [...]
Systems thinking is the understanding of how things influence one another within a whole. In nature, systems examples include ecosystems in which various elements and creatures work together to survive or perish. In organizations, systems consist of people, structures and processes that work together to make an organization healthy or unhealthy.
Systems thinking is one way [...]
Theory of Constraints (TOC) is an overall management philosophy introduced by Dr. Eliyahu M. Goldratt that is geared towarding help organizations continually achieve their goals. The theory contends that any manageable system is limited in achieving more of its goal by a very small number of constraints and that there is always at least one [...]
In the 1950s Kurt Lewin created a new discipline of management: change management. Managers and leaders had always been tasked with instigating and facilitating transitions, but Lewin’s work represented the first well-researched theoretical model describing the change process. Lewin believed organizational change happened in three stages: unfreezing, change and freezing.
The unfreezing stage involved overcoming inertia [...]
The concepts behind Theory Y laid the foundation for much of modern management thinking. One such idea that built upon Theory Y was the Blake Mouton Managerial Grid. This model originally identified five different leadership styles based on the concern for people and the concern for production. The optimal management style in this model is [...]
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