A emoção na liderança

A Inteligência Emocional, conceito associado à liderança por GOLEMAN, BOYATSIS e MCKEE (2002), aponta para um leque de aptidões tais como, identificar, distinguir e utilizar os próprios sentimentos e os dos outros, no sentido de orientar pensamentos e acções. De acordo com CUNHA e REGO (2009, p.240), “a inteligência emocional é uma competência (ou um conjunto de competências) de grande relevância nos vários domínios da vida humana e social” e traduz “a capacidade para conciliar emoções e razão”, ou seja “usar as emoções para facilitar a razão” e também “raciocinar inteligentemente acerca das emoções”. A liderança depende da relação emocional que se estabelece com os outros. A forma como os líderes gerem os sentimentos, e os conduzem de modo a que o grupo atinja os seus objectivos, depende da inteligência emocional. O líder, seja por posição ou influência, pode estabelecer atitudes de comportamento positivas em relação à forma como gere as emoções e os relacionamentos. "Os processos de desenvolvimento de lideranças fortes estão focados na aprendizagem emocional e intelectual e constroem-se no trabalho participativo ativo: aprendizagem na ação e no coaching, onde as pessoas usam o que aprenderam para diagnosticar e resolver problemas reais das suas organizações." (Goleman, Boyatzis, & McKee, 2002, p. 234.)

The impeccable authentic leadership 3

Authentic Leadership AL emerged as an important component in the positive leadership studies since its initial conceptualization, in late 1970, until its theoretical maturity as a "root construct of leadership theory” (Gardner, Avolio, & 2005 p. 315). The construct AL was initially proposed by Luthans and Avolio (2003) and was developed by Gardner et al. (2005) and Avolio and Luthans (2006). However, Avolio, Gardner, Walumbwa & May (2004) were the first to propose this as a theoretical model, derived from the positive organizational behavior, in which leaders are deeply aware of how people think and behave, the context in which they operate and are perceived by others, as well as some are aware of values/morals systems, knowledge, perspective and own and others strengths. In this way, the theoretical model of AL includes not only leader behaviors but also the characteristics of the followers and leaders, such as their levels of psychological capital, suggesting a more integrated approach to study leadership and organizational behavior (Gardner et al., 2005; Luthans, Norman, & Hughes, 2006). Authentic leaders will be those "who know who they are and know what they believe (Avolio, Gardner & Walumbwa, 2005, p. 13). In AL there are four characteristics dimensions that describe leaders’ behavior and allow its recognition as authentic:

When leaders are aware of how their own actions affect those who are around them, being open and transparent to the processes and influences within and outside of their organizations, the followers have a better sense of the organizational goals/challenges. So, measure the AL will be based not only on the followers’ perceptions as well as those of the leaders (Authentic Leadership Questionnaire, Walumbwa et al., 2008. However, despite this last current of AL be the most publicized of all, there are others that deserve our reference. The origin of the elements of the AL model, according to Gardner and Avolio (2005), flows from the work of Kernis (2003) about the optimal theory of self-esteem, in which he identifies four key elements of authenticity: the self-awareness, unbiased rendering of information, authenticity and relational/authentic behavior action. Ilies, Nahrang & Morgeson (2005) also use the same elements in their model on the eudamonic welfare (happiness) of leaders and followers. Sparrowe (2005) puts already the frame of self-narrative at the heart of AL. The author suggests that authenticity is not achieved by self-awareness, nor by the values and internal purposes, but by the leader’s narrative process in what others have fundamental importance. This position is close to the Shamir and Eilam (2005) one who base AL on the self-concept of the leader. These authors associate the development of leaders to his life story, insofar as AL lays fundamentally on the relevant senses of leader's life experiences. The life story of the leaders gives followers a broader basis to judge the authenticity of their leader. In this sense the authors advance with four authentic leaders underlying settings:

Michie and Gooty (2005), in turn, have developed an alternative approach of AL based on the role of emotions in the lead. From the theory of emotions and positive psychology, the authors argue that the self-transcendent values (universal-social justice, fairness and open-mindedness; benevolent-honesty, loyalty and responsibility) and positive emotions towards others (gratitude, compassion, goodwill) are AL fundamental determinants. Also Yamarino, Dione, Scriesheim & Dansereau (2008) proceeded to the integration with the positive organizational behavior, using a meso and multilevel perspective. So, if we take the AL in terms of multilevel analysis, it promotes various criteria of first level and results of positive organizational behavior (e.g. optimism, self-efficacy of individual leaders and followers) that, in turn, improve several second-level criteria and performance results (e.g. individual results, team and organizational). In another perspective, Eagly (2005) raises the question that the leaders are asked more than act according to their own values. I.e., getting a relational authenticity and obvious requires that the followers give leaders the legitimacy of promoting a framework of values on behalf of the community. For Klenke (2004, 2005 and 2007), which proposes an integrated model of contextual elements, cognitive, affective, pro-active and spiritual, spirituality and spiritual identity are at the core of AL. Also curious is the Douglas, Ferris & Perrewé (2005) approach which places AL at the heart of the role of political qualities of the leader. I.e., the leader who has propensity to exercise political positions has greater ability to inspire trust and authenticity as mechanisms which cause the motivation, commitment and productivity of the follower. In a next line of thought, Chan, Hannah & Gardner (2005) argue that the AL can constitute a multiplier of leaders, building the foundation of a virtuous cycle of performance and learning for leaders, followers and organizations. The authors emphasize the power of example as AL enhancer element. Finally, we resist not talking about that current which considers authenticity is best understood in the context, whether it involves action. In a study by Puente, Crous & Venter (2007), the "engine" of AL are the so-called "trigger events" . The development of AL tends to be catalyzed by "trigger events", hence it is of all recommended that these events have positive force. PS: if you want to finish the reading of this paper ( The impeccable authentic leadership 4) go to htpp//remodealdreu.blogspot.pt/ . 

The impeccable authentic leadership 2

The background The foundation of our writings is in the transformational leadership current (Bass 1985, 1990), through which the leader manages followers to results extraordinary effects. The transformational leadership requires the leader to transmit a positive and powerful vision, in addition to support individual needs of his followers (Walumbwa et al., 2008). However, in the development of studies on transformational leadership emerged a paradox: the transformational leader being dishonest. I.e. the transformational leader had not, necessarily, act in moral and ethics way (Furmanczyk, 2010). As already mentioned, the people felt betrayed and many organizations collapsed for lack of integrity of their leaders (Smith, Bhindi, Hansen, Riley & Rall, 2008). Thus, in an increasingly complex and demanding context in terms of patterns of leadership, emerged a new paradigm focused on people and sustained on trust, fairness, ethics in guidance for values and compassion: authentic leadership. Organizational and relational nature Words that are more associated to AL, while construct which, as we have seen previously, is related to positive psychology, are: genuine, reliable, likely and hope engine. All this contributes to the sense of authenticity being essential in these troubled times, when the environment changes, in which rules, effective previously, collapse and leaders cannot avoid being transparent (Cameron et al., 2003). AL has been built from the contributions of both leaders and followers. In fact, as Kets de Vries (2009) said, the leadership is a team sport. For example, Goffee and Jones (2000 and 2006), based on experience gained over ten years of consulting in companies of the United States and Europe, have introduced the idea that the leaders could do nothing without followers. That is, a relationship in which the followers want:

And if it is difficult to find followers, more complicated is to answer the question: what to do so that the followers choose to follow someone? Following closely Goffee and Jones (2000 and 2006), the leaders that inspire the followers to follow them, share "four unexpected qualities, we describe: i) Selectively, show their weaknesses. Expose a weakness shows that we need the others, which is perfectly normal. Because if leaders do not show weaknesses, followers eventually discover, quickly, some. But watch out for the expose the weaknesses, i.e. you need to be selective in their choice of art showing weakness, because it cannot be critical to the activity that develops (for example, the fact that a school Director not knowing how to deal with disciplinary problems of students). ii) Bet strongly on their intuition when define the moments and ways of acting. Leaders should trust their instincts. Goffee and Jones call these leaders "good detectors of situations". This can cause problems because, on the one hand, the anticipation of situations can lead to conflicts and loss of confidence of followers, and by another, because a sensation can interfere with the natural course of things, namely truth. Thus, leaders must, in their own interest, validate their feelings with the help of trusted members of his team. iii) Manage the relationship with the followers with though empathy. There are no relationship recipes with followers. Soon, the empathic relationship leader/followers must be strictly that the followers need to develop their work. In other words, the leader cannot bring its followers to "lap". There are times when they have to take risks and there, yes the empathy must be strong. iv) Clearly reveal their differences. One of the ways the leaders remain in this condition is to use, clearly, what are unique. A difference only confers advantage if it is known and accepted by others. And this difference need not be grandiose, overwhelming, just that is subtly effective. It is not enough to be competent in what one does, it is necessary to continue to want to do it every time better, every day that passes. Without deviate from the followers are these differences that leaders must communicate them. Everything Goffee and Jones being proposed must be framed in a challenge that, no recipes included, obliges each of the leaders to be more capable, keeping equal to themselves. "The four qualities of leadership are a first step. All together appeal to leaders to be authentic "(2000, p. 8). Recent studies carried out in different parts of the world, from China (Walumbwa et al., 2008) to New Zealand (Caza, Bagozzi, Wooley, Levy & Caza, 2010), passing, as is inevitable, by United States (Walumbwa, Luthans, Avey & Oke, 2011), and utilizing the ALQ (Authentic Leadership Questionaire, Walumbwa et al., 2008), show that there is a positive relationship between AL and multivariate psychosocial and organizational, as for example, psychological capital, followers satisfaction at work and with the leader, organizational citizenship behavior, confidence, organizational commitment, involvement and the efficiency at work.

O ouro da liderança

Ao longo destes últimos meses tenho vindo a dedicar vários dos meus textos à liderança e tenho partilhado ideias sobre o tema por que me apaixonei. Hoje trago a contribuição de Walter Molina, um brasileiro com ideias inovadoras nesta matéria. Para ele a liderança é como um ato de garimpo onde devemos buscar o melhor, o ouro, que existe em nós. Para isso temos de recorrer a alguns instrumentos ou princípios fundamentais nessa atividade de descoberta. Comecemos por pegar na Positividade. Com ela conseguiremos trabalhar com as pessoas e vê-las e às situações em que atuam de forma positiva. O controlo do que é negativo é insuficiente e o comando, sem propósito, esboroa-se a si e à organização. Sem dúvida que tal positividade ganhará eficácia se se recorrer à pedra de amolar que é o Servir, entendido como a disposição de submeter-se, cooperar e seguir o líder, nunca esquecendo o sentido crítico que ajuda todos a ficarem mais afinados, inclusive aqueles que servem. Mas tais pessoas necessitarão de Potencial para crescer, ou seja, carecerão de um desejo genuíno de crescer e desenvolver-se como pessoas, continuando a crescer à medida que o trabalho se expande e se complexifica. No entanto, a determinação de ver todo o trabalho feito com consistência exige algum Acompanhamento do que vai sendo decidido fazer, numa visão que deve ser mais de pássaro do que de rolo compressor. Tudo porque a Resiliência, caraterística que até os sistemas têm ao recuperar-se quando surgem problemas, permite às pessoas adaptarem-se e reagirem à pressão. Vivendo sem resiliência, o ser humano já teria desaparecido como os dinossauros. Um dos traços dessa capacidade de sobrevivência adaptável que, por vezes, é negligenciado e menosprezado é a Lealdade, essa disposição de colocar sempre o líder e a organização acima dos desejos pessoais. O que seria dos sistemas e das estruturas sem lealdade. E já agora como seria o garimpo sem Integridade? A probidade, a retidão ou integridade de caráter, a honestidade e a honradez contribuem para melhorar a qualidade de vida. No fundo, nem “sol na eira, nem chuva no nabal”, “walk the talk”, falem palavras e tenham condutas consistentes. Entretanto, é preciso reconhecer que a melhor perspetiva das situações implica a Mentalidade da “situação como um todo”. Sem essa habilidade de considerar todas as necessidades e de ver a organização como um todo a liderança será menos conseguida. Para isso é preciso Disciplina, entendida como a disposição de fazer o que é necessário, independentemente da disposição pessoal, tendo em conta um bem superior. Finalmente a Gratidão surge como a pepita em cima do garimpo. No ser humano uma atitude de gratidão ajuda a definir um modo de vida em que todos precisamos de todos.

The impeccable authentic leadership

INTRODUCTION People need, now more than ever, to believe and trust in their leaders. Believe, in the sense that gave Gilbert (1991), involves the knowledge and mental representation of a significant information considered as being true. From the outset, we accept as true the position expressed by the leader, that, according to Espinosa, far us understand your messages. In case of rejection, such a contradiction would lead, so simply, non-acceptance of the leader (p. 107). And about trust, what will be? For Robbins, is "A positive expectation that the other person will not act in an opportunistic way" (2005, p. 276). An expectation can express through words, actions or decisions. The authenticity of the leader, in exercising its positive qualities of character, will be the lighthouse that will help people navigating the revolt waters of the growing complexity and of trust deficit. That is why, from the bankruptcy of several American firms (Enron, WorldCom, Lehman Brothers) and noticed lack of honesty on the part of the leaders, has emerged a new focus of interest in the study of leadership that led to both researchers as professionals in management and now renamed the "authentic leadership" (AL). From the perspective of professionals, Bill George (2003) gave the motto and, in his book "True North, Discovering your authentic Leadership", used a metaphor very effective in presenting the importance of authenticity as he sees it: top executives should use their internal compass to find, and follow, the true North in the business world. On the approach of researchers, Luthans and Avolio (2003) helped to improve the construct and defined it as "a process that draws from both positive psychological capacities and a highly developed organizational context, which results in both greater self-awareness and self-regulated positive behaviors on the part of leaders and associates, fostering positive self-development" (p. 243). This alternative of leadership is immersed in a specific field of psychology, known as positive psychology, focusing on the study and appreciation of forces, of virtues and most positive aspects of life, with a view to the development of people, already healthy and happy, self-realization and meaning of life (Seligman & Csikzentmihalyi, 2000). The Positive Psychology emphasizes the study of grace, of excellence or authenticity, which considers components as determinants for life as a disease, disorder or anxiety (Peterson & Seligman, 2003). It emphasizes the study of work engagement too. Speaking about leadership we must not forget followers. They follow those who lead, not for them but for a greater good. As Kets de Vries (2001, p. 107) argues, “meaningful activity at work becomes a way to transcend personal concerns; it becomes a way to create a sense of continuity. Leaving behind a legacy through work becomes an affirmation of the person’s sense of self and identity; it can become an important form of narcissistic gratification.” Meaningful work fosters the employees’ self-esteem, hope, health, happiness and sense of personal growth (Csikszentmihalyi, 2003; Kets de Vries, 2001). When the work place are secondary public school teacher activities, followers work for the society greater good , but need to be highly engaged in doing their job, because working with young people and their specified traits is not easy and entails more than merely a salary in return for their work. It is far more than simply a well-paid job and a structured career, working in a mass school requires a special kind of dedication and a humanitarian orientation caring for young people shifting future. When teachers feel that the organization cares for and is helpful to the whole community, they feel that they are performing meaningful work. Chalofsky (2003) have consistently demonstrated that people rate purpose, fulfillment, autonomy, satisfaction, close working relationships and learning as more important than money. Frankl (1984) said that: “Man's search for meaning is the primary motivation in his life.” The challenge of engaging employees is increasing as high costs occur in case of disengaged employees (Avery, McKay, & Wilson, 2007). Employee engagement has a direct effect on performance (Harrison, Newman, & Roth, 2006). Authentic leadership is positively related to engagement as authentic leaders strengthen followers’ feelings of self-efficacy, feelings of competence and confidence, and followers’ identification with the leader and the organization, which results in higher levels of engagement (Avolio & Gardner, 2005; Gardner, et al., 2005). Concerning to that, Cartwright and Holmes (2006, p. 206) argue: “As individuals become increasingly disenchanted and disillusioned with work and fatigued by the constant demand to change and to be flexible in response to organizational needs, employers now need to actively restore the balance, recognize the meaning and emotional aspects of work and move towards creating a more energized, fulfilled and engaged workforce”.

O que faz falta é… Liderança Autêntica. O que faz falta…

Após tantos anos de engano e incapacidade começam, já há algum tempo, as pessoas a clamar por alguém que nos lidere. Depois de quarenta e “oito” anos de uma liderança autocrática, ruralista como a maioria do país e medrosa do contato pernicioso com o exterior, passámos para o “oitenta” das lideranças, fortes e fracas, europeístas, mas pouco autênticas. Se entendermos o líder como o super-homem que alia em si um conjunto de capacidades pouco possível de encontrar na pessoa comum, então vai ser difícil encontrá-la por que o Clark Kent é uma ficção. Se descermos à terra podemos encontrar pessoas com capacidades, que podem ser desenvolvidas, de conduzir equipas de trabalho potenciando as suas qualidades e as dos que trabalham consigo, aprendendo sempre com as falhas de todos. É neste contexto que devemos colocar a Liderança Autêntica (LA para simplificar). A comunidade científica e alguns práticos ajudaram a definir este conceito que, se for seguido com toda a atenção por todos nós, poderá evitar males maiores do que aqueles que já foram praticados. A ver… A prática da LA evitará a incompetência, a rigidez, a falta de respeito pelos outros, a insensibilidade, a corrupção, a teimosia e a malvadez. Dir-me-ão: “Então não vai aparecer ninguém que consiga isso!”. Realmente a condição humana, “a carne”, é fraca. Mas eu acho e acredito que é preciso tentar. É preciso treinar aqueles que, independentemente da idade ou geração, queiram melhorar a sua condição de seres humanos. Os académicos da LA (Bruce Avolio, Waine Gardner e Fred Walumbwa) defendem mesmo que existem aspetos fundamentais na “construção” do líder autêntico. São eles: - - a consciência de si próprio – como qualquer um de nós pode ser líder, temos que ter consciência das nossas forças, dos nossos limites, da forma como os outros recebem os impactos dos nossos atos; - a transparência – ter abertura para com os outros e ajudar a que as suas ideias e opiniões contribuam para o sucesso e realização de todos. Aceitar que não somos infalíveis e que temos “telhados de vidro”; - a postura ética interiorizada – os comportamentos éticos devem corresponder ao que dizemos que queremos e fazemos. O respeito pelos outros não pode ser só da “boca para fora” ou durante o ritual dominical; - o tratamento equilibrado da informação – é preciso ter coragem para assumir que nunca se soube ou sabe tudo. Estamos em permanente aprendizagem. Aprendemos com os outros. Precisamos de procurar o máximo, porque nunca alcançaremos a totalidade, da informação. As decisões importantes são, na sua esmagadora maioria, tomadas numa base de racionalidade limitada. Não conseguimos reunir toda a informação necessária. Os práticos, de que realço Bill George, falam de uma espécie de bússola que deve acompanhar-nos sempre, para não perdermos o norte. O líder autêntico tem que ter objetivos, valores sólidos, autodisciplina, relações humanas potentes e deve, tanto como com a cabeça, dirigir com o coração. Ou seja, a nossa vida é que deve ser autêntica. Devemos abater os muros que temos vindo a construir na nossa personalidade. Se a nossa matriz cultural é judaico-cristã, porque é que no trabalho somos autocráticos? Não significa amolecermos, significa o que os filósofos gregos clamavam: “Conhece-te a ti próprio”.

Investigação Apreciativa

Trata-se de uma forma cooperativa e co-evolucionária de buscar o melhor das pessoas, das organizações e do mundo em redor delas. Envolve a descoberta (daí a palavra “investigação") sistemática do que dá vida a uma organização, aquilo a que Peter Senge chama domínio da ação, nas situações de maior efetividade e capacidade. Buscam-se as possibilidades positivas, porém desconhecidas, inexploradas em cada organização ou comunidade. Na Investigação Apreciativa, a intervenção cede lugar à investigação, imaginação e inovação. Ao contrário da negação, das críticas e de diagnósticos complicados, há a descoberta, o sonho e o desenho de possibilidades. Envolve a arte e a prática incondicional de fazer perguntas positivas que fortaleçam a capacidade do sistema em antecipar e explorar potenciais positivos. Através de Investigação Apreciativa, centenas ou até milhares de pessoas podem ser envolvidas em co-criar o seu futuro coletivo, operando transformações organizacionais de larga escala. Normalmente é implementada através da realização generalizada de entrevistas, diálogos em todos os níveis da organização e de alguns momentos de encontro mais alargados. Em vez de se perguntar “o que está errado?” passa-se a questionar “qual é a possibilidade de se fazer bem?”. Referências: David Cooperrider & Diana Whitney, Appreciative Inquiry.