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By Kristeen Bullwinkle & The Talent Gear Team | November 30, 2015
If you want quality performance and results, you need to pay attention to the emotional variables in the workplace. Team members perform best when they feel a part of a team, not just an assembly of people assigned to a similar task. While personalities differ in how they want to be recognized, everyone wants to feel that their input and efforts were viewed and valued. A leader's willingness to listen and project a warm exterior increases trust in the leader and the entire team. You don't have to sugarcoat the truth, but rather pay attention to the your tone and how constructive your feedback is.
Recommended reading: Creating and Sustaining an Ethical Workplace Culture, Graziadio Business Review
Let people know that you value them and their contributions. But how? Some people will be satisfied with a quick personal note, others will want a bonus check or public recognition. Learning how individuals are motivated and what they are contributing will make you a better-informed leader. Your best employees/associates/team members will appreciate your curiosity; as you engage with them, they will engage more with their work. Help the people around you find meaning in their work. Does your vision, the organization's mission and core values need to be made more relevant?
Recommended reading: Beyond the Paycheck – Creating Highly Motivated Employees, Performance Dynamics Group
Affirming leaders often struggle with challenging others or giving tough feedback because they have an aversion to conflict. Or they take on the role of peacemaker although they may lack the assertiveness to really command the attention of people truly angry with each other. They prefer to seek consensus and can have trouble pushing people towards a commitment.
Focusing on the positive can mean putting off dealing with difficulties and demanding challenges. It is difficult for the affirming leader to invite tension into relationships by initiating major changes in the workplace. In their own lives, they may turn to a familiar and enjoyable task rather than struggle to learn a new skill or tackle what seems like an intractable problem.
In-depth analysis is not an activity the affirming leader looks forward to. Extended periods of focused attention on something other than people and activities can be a real struggle. There might be excitement once the data reveals something new, but the ambiguity and focus it takes to get there can be a hard slog.
The 8 Dimensions of Leadership Map is a quick assessment to give you an idea of your own style.
Different business situations often require different styles of leadership. Mentors, coaches and self-reflection can help any type of leader stretch into each of the leadership behaviors needed by every effective leader.
Here's an overview of lessons you can learn from each of the eight dimensions of leadership. These lessons and insights are drawn from The 8 Dimensions of Leaders: DiSC® Strategies for Becoming a Better Leader.
Lessons from Each of the 8 Dimensions of Leadership from TalentGear.com
A great leader must know how and when to use all of the eight dimensions of leadership. Here is a quick overview of all eight.