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"At its heart is the leader's self-awareness, his progress toward self-mastery and technical competence, and his sense of connection with those around him. It's the inner core, the source, of a leader's outer leadership effectiveness." (Scouller, 2011). The idea is that if leaders want to be effective they must work on all three levels in parallel.
David McClelland, for example, posited that leadership requires a strong personality with a well-developed positive ego. To lead, self-confidence and high self-esteem are useful, perhaps even essential. [47] A graphical representation of the managerial grid model
Trait leadership is defined as integrated patterns of personal ... energy, flexibility, dominance, honesty/integrity, self-confidence ... For example, while Derue et ...
Self-confidence scores are judged on the use of the words, I, me, myself, and mine. Scores are calculated by average percentage over the course of several speeches. Again, high self-confidence forms a filter with which the individual creates their world-view, low self-confidence turns the individual into a mouth for a cause.
The workers complete tasks, which boosts self-confidence and it makes them work harder to reach and exceed their goal to prove to their boss they are working hard. Having this style of leadership can also help implement a reward system. This system will allow workers to work even better because there is something for them at the end of the tunnel.
In contrast to the two above leadership styles, transformational leadership follows a different, more long-term oriented philosophy: Short-term, egotistic goals, are substituted by long-term, higher-ranked values and ideals. This paradigm change usually increases commitment, self-confidence, and employee satisfaction. [8]
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