Suzanne J. Peterson

Robin Abramson

R.K. Stutman

<article-ideainbrief class="article-ideainbrief">
 <h4 class="ideainbrief-title">Idea in Brief</h4>
 <div class="ideainbrief-contents">
  <h5>The Problem</h5>
  <p>Bosses often sense that something is lacking in an employee’s tool kit but can’t put a finger on what it is. They say something like “You’re missing important intangibles” or “You need more gravitas” but fail to provide advice or guidance.</p>
  <h5>The Research</h5>
  <p>What they’re talking about is leadership style. In every interaction, we send signals to others about our power and status. The more consistent we are in our signals, the more distinctive our style becomes.</p>
  <h5>The Approach</h5>
  <p>This practical guide offers concrete advice for developing a dynamic and effective leadership style, including tips such as what volume and pace to use in your speech, whether to take notes in a meeting, and how and when to interrupt others.</p>
 </div>
</article-ideainbrief><p>Few things are more frustrating for talented professionals than hitting a ceiling in their careers because they lack the appropriate leadership style. A boss senses that something is missing in a person’s tool kit but can’t put a finger on exactly what it is or how the person can improve. The boss says something like “You’re lacking important intangibles” or “You need more gravitas” but fails to provide specific advice or tools for improving.</p>

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<p>Bosses often sense that something is missing in an employee&#8217;s tool kit but can&#8217;t put a finger on what it is. They say something like &#8220;You need certain important intangibles&#8221; or &#8220;You don&#8217;t have enough gravitas,&#8221; but they fail to provide advice or guidance.</p>
<p>What they&#8217;re talking about is leadership style. In every interaction, we send signals to others that fall into two categories: power and attractiveness. Powerful markers are associated with confidence, competence, charisma, and influence but also arrogance, abrasiveness, and intimidation. Attractiveness markers are related to agreeableness, approachability, and likability but also diffidence, lack of confidence, and submissiveness. The more consistent our signals, the more distinctive our style.</p>
<p>This practical guide offers concrete advice for developing a dynamic and effective leadership style that draws from both types of markers for maximum impact.</p>

How to Develop Your Leadership Style

Bosses often sense that something is missing in an employee’s tool kit but can’t put a finger on what it is. They say something like “You need certain important intangibles” or “You don’t have enough gravitas,” but they fail to provide advice or guidance. What they’re talking about is leadership style. In every interaction, we send signals to others that fall into two categories: power and attractiveness. Powerful markers are associated with confidence, competence, charisma, and influence but also arrogance, abrasiveness, and intimidation. Attractiveness markers are related to agreeableness, approachability, and likability but also diffidence, lack of confidence, and submissiveness. The more consistent our signals, the more distinctive our style. This practical guide offers concrete advice for developing a dynamic and effective leadership style that draws from both types of markers for maximum impact.

How to Develop Your Leadership Style

Summary.

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