HBR IdeaCast Defining and Adapting Your Leadership Style
Nov 6, 2020
Suzanne Peterson, an associate professor of leadership at Thunderbird School of Global Management and partner at CRA consultancy, shares valuable insights on refining leadership styles. She highlights how small changes in daily interactions can significantly affect one's professional reputation. Discussing the balance of warmth and competence, she addresses the unique challenges faced by women and people of color in leadership roles. Peterson emphasizes authenticity while adapting leadership styles and offers practical tips for aspiring leaders to embrace change effectively.
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Style vs. Personality
- Feedback like "be more confident" is often mistaken for personality.
- Style is a set of behaviors and habits, not fixed personality traits, and thus changeable.
Power vs. Attractive Behaviors
- People's behaviors generally fall into two categories: power and attractive.
- Power behaviors project confidence and influence but can seem aggressive, while attractive behaviors are likable but can be perceived as weak.
Incremental Style Changes
- Make small, incremental changes to your style instead of drastic overhauls.
- Focus on one or two specific behaviors at a time.
