Bully-boy Tactics no longer favoured by British Bosses
UK managers are showing more empathy towards employees than ever before.
For years we’ve been bombarded with bombastic British business leaders on our television screens. Alan Sugar’s TV appearances have presented us with some very no-holds-barred examples of what supposedly makes a good boss.
But according to new research today about what makes a good leader, it seems the dictatorial model is on the out. The softer, more empathetic management model favoured by perhaps Theo Paphitis and Richard Branson is now seen as the key to getting the most out of employees.
The survey found that since the economic downturn; over half of bosses have actively changed their leadership stance in order to be seen as part of the team.
Over one third revealed they now take a more active interest in the welfare of their work force while nearly a quarter of bosses say they are actively making more of an effort to bond with their staff.
And it seems that they are hitting the right note, as the poll also found that just under half of employees value emotional intelligence more than mental aptitude or physical appearance.
Bosses are also keen to be seen as doing the right thing financially, with four in ten revealing they have recently turned down a bonus in an attempt to be seen as more financially prudent.
And 40% of employees say this has positively influenced the way they see their boss.
The research was conducted by Orange and Exeter University’s Centre for Leadership Studies to find the most defining qualities of the model British boss since a tough economic climate, ahead of the 2010 Orange Leader of the Year Award at the prestigious National Business Awards.
Jonathan Gosling from the Centre for Leadership commented,
“The study has revealed that demonstrating emotional intelligence is a vital leadership trait. Employees are looking for bosses who connect with them on an emotional level, acting as more of a peer rather than an inaccessible, unapproachable superior. There’s growing pressure therefore for bosses to bridge an apparent contradiction: employees respond best to bosses who are good at team-working; but they also respect prudence and decisiveness. Leaders are expected to be close enough to understand and contribute to facing the daily challenges of work, but distant enough to remain clear headed and focused on the bigger picture.”
For more information visit www.nationalbusinessawards.co.uk