Are Asian Leaders Able to Display Both Authority and Humility?
Leaders from Sirota, Hogan Assessment Systems and Optimal Consulting Group discuss growing employee engagement through an understanding of personality.
“There are really just two types of leaders – those who are rapidly promoted and those who actually have the ability to build and maintain high-performing teams. Unfortunately, most organisations reward the former and ignore the latter. “
Dr Tomas Chamorro-Premuzic, CEO Hogan Assessments
SINGAPORE | There were two big questions asked, at an event about growing employee engagement, held on 30 July 2015 in Singapore : What makes for an engaging leader and why is the study of leadership so often misguided?
Hosted by Sirota and Hogan Assessment Systems, How to Grow Employee Engagement Using Personality, featured Lewis Garrad, Managing Director Asia Pacific at Sirota and Dr Tomas Chamorro-Premuzic, CEO Hogan Assessments, who both flew in for this discussion with 40 of the country’s top HR leaders. The speakers were also joined by Ho Wan Leng, CEO and Chief Consulting Officer Asia at Optimal Consulting Group, Hogan Assessments’ Licensed Partner.
The discussion revolved around how businesses could improve engagement by using personality as a defining factor in management which then led to a focus on typical personality traits that both help and hinder leaders.
Chamorro-Premuzic argued that too often, leaders are promoted because of their technical expertise rather than their leadership qualities.
“In Asia, humility is a more effective tool for developing relationships with employees and making them more satisfied at work when the follower has high power distance ie a wider gap between the superior and the subordinate,” said Lewis Garrad.
Chamorro-Premuzic argued that too often, leaders are promoted because of their technical expertise rather than their leadership qualities. “When you decide to promote like this, you end up ignoring the ‘dark side’ of their personality. This means toxic leaders are abound, thriving like parasites or bacteria in a contaminated system,” explained Chamorro-Premuzic.
Garrad went on to clarify three things that often determine what makes for an effective leader :
1. Competence – the ability to get results;
2. Competencies – their behaviour that allows them to get results; and
3. Character – who they are, their core values and personality.
The top three reasons we see that people are disengaged are because of their manager, having no control over their work, and poor decisions being made by top management.
The point he makes – more often that not, local leaders are promoted based on points 1 and 2 – point 3 is rarely considered. Ho Wan Leng added that disengagement is almost always caused by poor leadership.
“The top three reasons we see that people are disengaged are because of their manager, having no control over their work, and poor decisions being made by top management.All of these reasons are to do with leadership and their ability – or lack of – to build and maintain a high performing team,” Ho continued.
In late 2015, Sirota and Hogan will launch The Engaging Leader Report to help managers and leaders decode their engaging personality style. This report is the first of its kind, leveraging on the Sirota and Hogan big data archives containing millions of tested individuals, allowing for the building of solid theory around predicting engagement and the development of interventions to enhance it.
Don’t just like this – share this.