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byDr.thomasGordon

LEADERshouldknow

LEADERwhatevery

theessentialtoolsforguidingtoday’sleadersintotomorrow.

LizCarterwasappointedoperationssupervisoratherbank.ataboutthesametime,waynehowardwaselectedpresidentofhisserviceclub. Andrea Martin finally achieved herlifelongambitionofbecomingvice-presidentofsalesathercompany. After six years as a first-linesupervisorinamanufacturingcompany,ericMorrisonwasmoveduptoplantmanager.annavitalewasvotedstudentbodypresidentatheruniversity.

theirfriendscongratulatedthemandtoldthemhowmuchtheydeservedthenewposition.onephonedherhusbandandexcitedlyannouncedthegoodnews.anothertookhisfamilyoutfordinnertocelebrate.allfeltproudofwhattheyhadachieved.secretly,theyallfelttheyhad“arrived”,“madeituptheladder,“gottothetop.”

thesearetheuniversalreactionsofpeoplewhogetappointedtoposition

ofleadership.theyfeel,“i’vemadeit.”Butinactuality,anyonewhogetsaleadershippositionhasnotmadeit.itisjustthebeginning.

BEing thE LEADER DoEsn’t MAkE You onE

afteryougettobetheleaderofagroup,you’regoingtohavetodoalottoearntheacceptanceofthegroup members and have an influence ontheirbehavior.evenmoreimportant,receivingaleadershiptitle—supervisor,departmenthead,president,manager,orjustplainboss—soonbringsunexpecteddisappointmentsanduninvitedproblems.undoubtedlyyou’llseeevidenceofjealousyonthepartofsomeofyourgroupmembers.othersmayshowresentmentbecausetheydidn’tgetyourjob;intheireyesyoudidn’tdeservetheposition,theydid.

Becomingagroup’sleaderalmostinevitably brings about significant changesinyourrelationshipswithgroupmembers.Peoplewho

previouslyreactedtoyouasapeerorfriendsuddenlyhavechangedtheirattitudetowardyou.you’re“upthere”andthey’renow“below”you;they“reporttoyou”;you’re“incharge.”

evenifyouwerebroughtinfromtheoutsidetobemadetheleaderofyourgroup,bepreparedtoencounterawiderangeofunfavorableresponses—suspicion,distrust,hostility,subservience,passiveresistance,insecurity.anddon’toverlookthepossibilitythatsomeonemight even like to see you fall flat on yourfaceinyournewjob!

Peoplecomenaturallytothesebuilt-inpatternsofnegativeresponses;theylearnedthemwhentheywerechildren.theleader“inherits”eachgroupmember’s“innerchildofthepast.”Foreachofushasapasthistoryofbeingachild,intimatelyinvolvedinmultiplerelationshipswithavarietyofadults:parents,grandparents,schoolteachers,coaches,scoutleaders,pianoteachers,schoolprincipals,andofcoursetheinfamousassistantprincipal.allthese

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adultshadpowerandauthorityoveruswhenwewerechildren,andmostofthemuseditfrequently.allchildrentryoutdifferentbehaviorstocopewiththeseauthorityfigures. Some oftheircopingmechanismsproveeffective,someineffective.thosethatworkgetusedagainandagain,andsobe-comehabitualresponsestoallotheradultswhotrytocontrolanddominatethem.

thesecopingmechanismsareseldomdiscardedwhenchildrenpassintoadolescenceorwhentheyenteradulthood.theyremainanintegralpartoftheadultpersonality,tobecalledupon(orunconsciouslytriggered)whenevers/heentersarelationshipwithsomeoneholdingpowerorauthority.soalladultsinaveryrealsenseharboran“innerchildof the past” that strongly influences howtheyreacttoleaders.

whenthrustintoeachnewrelationship with an authority figure, peoplenaturallyemploythosesamecopingmechanismsthatwerebuiltinbyhabitualusethroughouttheirlifetime.thisiswhyanewleaderinheritstheinnerchildofthepastofeachofhisorhergroupmembers.theirparticularcopingmechanismsarealreadypresent,readytobeused—theleaderdidn’tcausethemtobethere.nevertheless,becausegroup members at first perceive most leadersasprobablecontrollersanddominators,that’sthewaytheywillrespondtohimorher,eventhoughtheleadermayhavenointentionofusingpowerandauthority.

how wE CopE with powER AnD AuthoRitY

undoubtedlyyouwillrecognizemostofthecopingmechanismsinthefollowinglist,andyou’llbetemptedtoidentifytheparticularonesyoumostoftenemployedasachild,aswellasthoseyoufind yourself still usingasanadult:

1. Resistance, defiance, rebellion, negativism

2. Resentment, anger, hostility3. Aggression, retaliation, striking back,

ridiculing the authority figure4. Lying, hiding feelings5. Blaming others, tattling, cheating6. Dominating, bossing, or bullying

those with less power7. Needing to win, hating to lose,

perfectionism8. Forming alliances, organizing

against the authority figure9. Submission, obedience, compliance,

subservience10. Buttering up the authority

figure, currying favor11. Conformity, fear of trying

something new or creative, requiring prior assurance of success, dependence on authority figure

12. Withdrawing, escaping, fantasizing, regressing

13. Getting sick14. Crying

isitnowmoreclearwhy,whenyoubecomealeader,youhaven’tmadeit?infact,itmightbesaidthatyou’vehadit!evenbefore

yougetmuchofachancetoearntheleadershipofyourgroup,intheeyesofthemembersyouhaveanewidentity—apotentialcontrolleranddominator.andevenbeforeyoumakeanyactualuseofyourauthorityorpower,groupmembersarealreadyprogrammedandreadytocopewithit,usingsomecombinationoftheabovecopingmechanisms.

Certainlyidon’tintendtodiscourageanyonefromaspiringtobecomealeader.rather,iwanttobequiterealisticabouttheuniquedynamicsthatgoverntherelationshipbetweenleadersandgroupmembers.andprincipallyiwanttounderscoremythesis:beingtheleaderdoesnotmakeyouone,becauseleadersdon’tautomaticallygettherespectandacceptanceoftheirgroupmembers;soinordertoearntheleadershipoftheirgroupandhaveapositiveinfluence on the group members, leaders must learn some specific skills andmethods.

whAt MAkEs A LEADER?

“Leadersareborn,notmade.”that’swhatmostpeoplethought,untilsocialscientistsbegantomakeleadershipalegitimatesubjectforintensiveinvestigation,nomorethan60or70yearsago.Backintheold

days,whenstrongsocialclassbarriersmadeitnexttoimpossibleforjustanyonetobecomealeader,itappearedtomostpeoplethatleadershipwasinherited,

sinceleadersemergedsofrequentlywithinthesamefavoredfamilies.as

“Being the leader does not make you one because leaders don’t automatically

get the respect and acceptance of their group

member.”

“All adults harbor an ‘inner child of the past’ that strongly influences

how they react to leaders.”

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classbarrierscrumbledanditbecameobviousthatleaderswerecomingfromallstrataofsociety,commonsensetoldusthatleadershipwasmuchmorecomplexthanbeingbornwiththerightgenesorintheproperfamilies.

ifnottherightcombinationofgenes,thenperhapsallleaderspossesscertaintraitsorcharacteristicsacquiredthroughtheirupbringingoreducation.thisnotionstartedasearchfortheuniversaltraitsofleaders.Butthenhundredsofstudiesshowednotraitdifferencesbetweenleadersandnon-leaders,whichallbutkilledthetheorythatleadershipwasaproductofcertainattributesresidingwithinallleaders.

amajorbreakthroughcamewhensocialscientistsbegantolookatleadershipasaninteractionbetweenleadersandtheirfollowers.afterall,theyreasoned,itisthefollowerwhointhelastanalysiseitheracceptsorrejectsthe influence of the leader. The key questionbecame:whydofollowersacceptandwhydotheyreject?whatgoesoninthisinteraction?

obviously,youcan’tbealeaderwithoutfollowers.youwon’tforlongbeagroupleaderwithouthavinggroupmemberswhoacceptyourinfluence, guidance, and direction. But howdoesaleaderacquirefollowers?theanswertothisbasicquestionemergesclearlywhenweunderstandtheneedsallhumanbeingspossessandhowtheystruggletosatisfythoseneeds. Somewhat oversimplified, thefollowingexplainshowleadersacquirefollowers.

how LEADERs gEt FoLLowERs

�.tosurvive,everypersonisengagedinacontinuousstruggletosatisfyneedsorrelievetension.

�.somemeansisrequiredtosatisfyaneed(tools,food,money,physicalstrength,knowledge,etc.).

�.Mostneedsofindividualsaresatisfied in relationships with peopleorgroups,sopeopleandgroupsbecomethemeanswerelyonmostheavilyforthesatisfactionofourneeds.(we

donotgrowourownfood,makeourownclothes,getoureducationbyourselves,etc.).

4. Peopleactivelyseekoutthoserelationshipsinwhichtheotherpersonisseen

ashavingthemeansforsatisfyingtheirneeds.

5.Peoplejoingroups,then,becausetheyhopethatmembershipwillofferthemthemeansforsatisfyingtheirneeds.Conversely,theyleavegroupswhentheynolongergettheirneeds satisfied.

6. Group members accept influence anddirectionofaleaderonlyiftheyregardhimorherasapersonthroughwhosemeansthey will get their needs satisfied. Peoplefollow(andpermittheiractivitiestobedirectedby)aleaderwhomtheybelievewillget

themwhattheyneedorwant.

itfollowsthataleaderearnsandretainshisorherroleasaleaderonlyifintheeyesofthegroupmembers“followingtheleader”holdsoutthepromisethattheywillgettheirneedsmet.ihavespentmostofmyprofessionallifeidentifyinganddescribingthecriticalattitudes,skills,methods,andproceduresrequiredtomakethispromiseareality.nolongerisitsuchamysteryhowcertainpersonsbecomeeffectiveinearningandretainingleadershipoftheirgroupsandhowothersdonot.throughresearchandobservation,social scientists have identified manyofthecriticalrequirementsofeffectiveleadership.itismyaimtoorganizethisknowledgesothatitismoreeasilyunderstandabletothosewhoaspiretobecomeleadersandmoreavailablefortheiruse.

thE LEADER’s DiLEMMA

acquiringfollowersthroughmeetingtheneedsofgroupmembersdoesnottellthewholestoryofeffectiveleadership.theothersideofthecoinisthatleadersmustbesuccessfulingetting their own needs satisfied.

Peopleseldomseekleadershippositionssolelytosatisfytheneedsofgroupmembers.Leadersarehuman,too.andtheyhavetheusualhumanneedsforstatus,achievement,higherpay,recognition,self-esteem,security,andacceptance—infact,usuallythesameneedsastheirgroupmembers.If they don’t find ways of satisfying theseneedsintheirleadershipposition,theywillnotwanttoremainthereverylong.evenwhenleaderscontinuetotolerateajoblongafterthey find that many of their needs are not satisfied, they soon find themselvesincapableofputtingforthalltheeffortrequiredtodowhat

“no longer is it a mystery how certain persons become effective in

earning and retaining leadership of their groups

and how they do not.”

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theymustdotoensurethattheirgroup members’ needs are satisfied.

theexplanationisobvious:peoplewillcontinuetoexpendenergydoingthings that benefit others only if they feeltheyarereceiving“reciprocalbenefits.” There is always a limit to one-way sharing of benefits in human relationships.youcanthinkofthisprincipleintermsof“i’llscratchyourbackifyouscratchmine.”

the“fullcupprinciple”isalsoatworkhere:tobeabletocontinuegivingtoothers(lettingthemdrinkfrommycup),imusthaveafullcupand find ways of replenishing myself (keepingmycuprelativelyfull).theimportanceofthisprincipleiswellunderstoodbyprofessionalhelping agents who find their own helpingcapabilitiesseriouslyreducedwhentheyexperiencetroublesandneed-deprivationsintheirownpersonallives.thisiswhysomany professional therapists find itnecessarytoretaintheirowntherapiststokeeptheirprofessionalcuprelativelyfull.

then,too,oneofthestrongestneedsofallleadersoperatinginanorgan-izationalsettingistolookgoodintheeyesoftheirownbosses.true,aleader’sself-esteemisderivedlargelyfrominputsandevaluationsofhisorherbosses.andmoreimportant,unlessleadersmeettheexpectationsandobjectivesoftheirbosses(areperceivedaseffectiveinhelpingtheorganizationreachitsgoals),theywillbeunderthethreatofbeingdemotedorterminated.

Consequently,leadersworkingwithinaformalorganizationarecaughtinadilemma—theymustmeettheneedsoftheorganization,aswellassatisfytheneedsoftheirgroupmembers.thetrickliesinlearning

howtobalancetheneedsfrombothdirections,soastobeperceivedaseffectivebybothbossesandgroup

members.asanyoneknowswhohasworkedinaformalorganization,thisisnotaneasytask,becauseorganizationalneedsareprimarilyforincreasedproductivityandefficiency, while the group members’ needsareforhigherpay,recognition,achievement,respect,andthelike.

An EFFECtivE LEADER isBoth tAsk-CEntEREDAnD pEopLE-CEntERED

numerousstudiesofleadershipinhierarchicalorganizationsstronglyindicatethateffectiveleadersneedonesetofskillstomeettheirownneeds(andthoseoftheirbossesfor productivity and efficiency) and anothersetofquitedifferentskillstosatisfytheneedsofgroupmembers.

i’lldescribetheseskillsinverygeneralterms:

A. skills to meet group members’ needs.

1. Behavior that increases group members’ self-esteem and personal worth.

2. Behavior that increases group cohesiveness and team spirit.

B. skills to meet organizational needs.

1. Behavior that motivates productivity and the achievement of group goals.

2. Behavior that helps members reach goals: planning, scheduling, coordinating, problem-solving, providing resources.

aneffectiveleadercannotbeonlya“humanrelationsspecialist”(meetingmembers’needs)oronlya“productivityspecialist”(meetingorganizationalneeds).He or she must be both. evenmoreimportant,theeffectiveleadermustalsoacquirethe flexibility or sensitivity to know whenandwheretoemploythesequitediverseskillstoachievemutual satisfaction of the needs of group members and the needs of the leader.

C. Skills to resolve conflicts so that the needs of both parties are met.

Finally,theeffectiveleadermustlearnskillstoresolvetheinevitableconflicts that arise between these twocompetingsourcesofneeds.

whAt pEopLE nEED FRoM thEiR gRoup

Leadersofgroupsearntheirpositionsofleadershipbydoingthingsthat,intheeyesofthemembers,maketheirhopescometrue that their needs will be satisfied. Letmestressagain:you can’t be a leader without having group members.andgroupmemberswillacceptyourdirection and influence only if you help them get their needs satisfied.

It sounds simple enough, but first leadersmustlearnexactlywhattheirgroupmembersneed.onlythencantheydecidewhattodotosatisfy

“people will continue to expend energy doing

things that benefit others only if they feel they

are receiving ‘reciprocal benefits’.”

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thoseneedsinexchangeforthemembers’performingcertainservicesorfunctionsfortheorganization.thisequitableexchangeisthekeytoleadership.

whatdopeopleneedfromtheirgroup?earlyscientific managementspecialiststhoughtthatindividualsworkedprimarilyforpersonalfinancial gain. This is the economic theory.Laterresearchconclusivelydemonstratedthatpeopleneedmuchmorefromtheirgroups—amongotherthings,theacceptanceofothermembers,afeelingofachievementandaccomplishment,socialinteractionwithothermembers,andtheopportunitytoachievesocialstatusfromparticipatinginthegroup.

itisthereforemuchmoreaccuratetothinkofsocioeconomictheoryaconceptthatacknowledgesthatleadershaveawiderangeofincentivestooffergroupmemberstoattractthemtothegroup.toretaintheminthegroupasproductivegroupmembers,effectiveleadersmustsatisfymorethansimplythefinancial needs of their people.

MAsLow’s thEoRY ABout nEEDs

ausefulwayofdescribingtheneedsofpeopleisintheformofahierarchywithseveraldifferentlevels.thepioneeringpsychologist,abrahamMaslow, constructed a five-tiered pyramidthatrepresentstherelativeimportance of five different kinds

ofhumanneedstoanindividual:physiological,safety,acceptance,esteem,andself-actualization.

theLevelineeds,suchasthirst,hunger,andwarmth,arethe

mostimportant(or“prepotent”),fortheymustbepredominantlysatisfied before a person willbemotivatedtotrytosatisfytheneedsatthenextlevel.theLeveliineeds(securityandsafety)mustbepredominantly satisfied beforeapersonwillbemotivatedtoseek

satisfactionforthehigher-levelneeds,andsoonupthepyramid.Forexample,aprimitivemanwhoishungrywillbehighlymotivatedtostalkawildanimaltoobtainfood,evenriskinghislife(ignoringsafetyandsecurityneeds).afterkillingtheanimalandeatingwhatheneedsandnowmotivatedtosatisfyhissecurityneeds,hemaycuretheremainingmeatandstoreitforfutureconsumption(safetyandsecurityneeds).whenplentyisstoredaway,hethenmightthinkofaskingfriendstocomeoverandsharehisfood(needsforacceptanceandsocialinteraction).whenthoseneedsaremet,hemaydecidetoexperimentwith a new and more flavorful way ofpreparinghisfood(needsforachievement,self-esteem).Finally,ifthoseneedsarereasonablysatisfied he might decide to paintpicturesoftheanimalshehaskilledonthewallsofhiscave(needforself-actualization).

theimplicationsofMaslow’stheoryofhierarchical

needsareofgreatimportancetoleaders.

�. GroupsandorganizationsdonotalwaysprovideopportunitiesfortheirmemberstosatisfyLeveliv andLevelvneeds,especiallyforpeopleatlowerlevelswhosejobs are quite rigidly defined orroutine,whoseactivitiesarealmosttotallycontrolled,andwhosefreedomforpersonaldirection,makingdecisions,andtakinginitiativeareverylimited.

�. whenleadersexercisearbitrarypower,groupmembersmayfeelafraidofcensureorcontinuallyfeelinsecureintheirjobs.withtheirsecurityandsafetyneedsnot satisfied, they are thus stuckatLevelii,unmotivatedtoachieveandmeettheirsocialneedsandtheirneedforcompetenceandself-esteem.

�.Differentgroupmembersmaybeoperatingatdifferentneedlevelsatthesametimeorinthesamesituation.Forexample,inameeting,onegroupmembermaybetired(Leveli);anothermaywantthegrouptogetsomethingaccomplished(Leveliv);stillothersmaybetalkingandjokingwitheachother(Leveliii).

“An effective leader cannot be only a ‘human

relations specialist’ or only a ‘productivity specialist.’ he or she

must be both.

self-actualization

esteem

acceptance

safety

Physiological

satisfaction

success

social

security

survival

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4.LeveliandLeveliineedsareseldomverypotentmotivatorsin an affluent society because groupmembersalreadyaregettingmostoftheirphysiological needs satisfied (minimumwagelaws)andareoftenfreeoftheinsecurityof being fired (protection of unions).thisiswhyitseldomworkswhenleaderstrytomotivateorcontrolgroupmembersbyusingwarningsorthreats of being fired.

5.ifworkershavelittleopportunitytosatisfytheirneedsatLevelsiii,ivandvonthejob,theywillseekopportunitiesoffthejobtosatisfytheirneedsforsocialinteraction,achievementandself-actualization(throughsports,hobbies,etc.)thisiswhymanypeopleputforthonlyjustenoughenergytokeeptheirjobsandreceivetheirpay;inaddition,theyfeelalienatedfromoruninvolvedintheorganization.

6.tobemotivatedtowardhighachievementandaccomplishment(Leveliv),membersneedleaderswhoalreadyhaveseentoitthat(a)theyreceiveawagethatseemsequitable,(b)theyhaveafeelingofjobsecurity,and(c)thegroupprovidesthemopportunityforsocialinteraction,friendshipandafeelingofbeingunderstoodandaccepted(Levelsi,iiandiiineeds are being satisfied).

7. One of the principal benefits to membersfromhavingaleaderwhomakesitpossibleforthemtoparticipateingroupproblem-solvinganddecision-makingisthatsuchactivitygivesthemagreatdealofopportunity

tosatisfytheirsocialandinteractionalneeds(Leveliii),theirneedsforself-esteemandstatusintheorganization(Leveliv)andonoccasiontheirneedsforself-actualizationandself-development(Levelv).

hERzBERg’s thEoRY oF MotivAtion

A refinement of Maslow’s concept providesleaderswithevenmoreinsightintotheneedsofgroupmembers.itisthetwo-factortheoryofmotivationdevelopedfromtheresearchofFrederickherzberg.hecollectedevidenceoftworelativelyindependentfactors:(�)certainfactorsoperatinginaworkgroupsituationactasobstaclestoneedsatisfactionandbecomeirritants,or “dissatisfiers,” (2) other factors areviewedasprovidersofneedsatisfaction and become gratifiers of needs,or“satisfiers.”

actingas obstaclestoneedsatisfaction (“dissatisfiers”) were:

1. Poor interpersonal relationships with superiors.

2. Poor interpersonal relationships with peers.

3. Inadequate technical supervision.4. Poor company policies and

administration.5. Poor working conditions.6. Problems in workers’ personal lives.

actingasprovidersofneedsatisfaction (“satisfiers”) were:

1. Achievement2. Recognition3. The work itself4. Responsibility5. Advancement

The absence of the dissatisfiers seldomproducedsatisfaction—forexample,goodworkingconditionsseldomproducedfeelingsofsatisfaction.however,poorworkingconditionsdidproducefeelingsofdissatisfaction.Butonlythepresenceof the satisfiers (achievement, recognition,etc.)broughtfeelingsofsatisfaction.

thesestudiesstronglysuggest—andthisisextremelyimportanttoleaders—thatforgroupmemberstofeelmotivatedtowardhighproductivity and be satisfied in theirjobs,theworkitselfmustberewarding.thejobmustprovideopportunityforgrowth,responsibility,recognition,andadvancement.theserequirementssoundverymuchlikeMaslow’sLeveliii,iv,andvneeds,andsoprovidefurthersupportformyearlierassertionthattheeffectiveleaderneedstolearnwelltheskillsandmethodsthatenablegroupmemberstomeettheirhighest-levelneeds—self-esteemfromachievementonthejobandfromtherecognitionofthatachievement,aswellasself-actualization(thefeelingofutilizingone’spotential).

MYERs’ MotivAtion thEoRY

Comparable findings to those of herzbergwereobtainedinasix-yearstudyofmotivationconductedbyM.scottMyers,thenanindustrialpsychologistattexasinstruments.

“group members will accept your direction and influence only if you help

them get their needs satisfied.”

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theresultsweresummarizedintheHarvard Business Reviewasfollows:

What motivates employees to work effectively? A challenging job which allows a feeling of achievement, responsibility, growth, advancement, enjoyment of work itself, and earned recognition.

What dissatisfies workers? Mostly factors which are peripheral to the job-work rules, lighting, coffee breaks, titles, seniority rights, wages, fringe benefits, and the like.

When do workers become dissatisfied? When opportunities for meaningful achievement are eliminated and they become sensitized to their environment and begin to find fault.

Myers, like Herzberg, identified the sametwokindsofemployeeneedsthatsupervisorsmustsatisfy,butnamedthemMotivationneeds,whicharetask-centered,andMaintenanceneeds,whicharerelativelyperipheraltotheworkitself.

Myers’studyoffersfurthervalidationofthepointihavebeenemphasizingallalong,namely:theeffectivesupervisormusthavetheskillsofataskspecialist(skillsofplanningandorganizingwork)aswellastheskillsofahumanrelationsspecialist(skillsofidentifyingandsolvingsourcesofmemberdissatisfaction).theeffectiveleaderistask-centeredandpeople-centered.Groupmemberswanttobeonawinningteam,butneverattheexpenseofinjuriestotheirself-worthorself-respect.

thE LEADER As A pRoBLEM-soLvER

ithasalsobeenhelpfultometothinkoftheprincipalfunctionofa

groupleaderasfacilitatingproblemsolving and conflict resolution. Groupsneedaleadertoseetoitthat their problems and conflicts getsolved.onecouldmakethecasethatacompletelyproblem-freeworkgroupwouldnotevenneedaleader—atleastnotveryoften.ifagroupcouldalwaysfunctionefficiently and productively so that its membersalwaysexperiencedasenseofachievement,groupcohesion,highself-esteemandpersonalworth,obviouslytherewouldbelittleneedforasupervisor.onlywhengroupshave problems and conflicts do they sorelyneedleaders.thatis,whenthemembersarehavingproblemsgettingtheirneedsmet;whenthegroupiscausingtheleaderaproblembecauseitisfailingtoattainthegoalsoftheorganization;orthereareunresolved interpersonal conflicts thatinterferewiththegroup’sabilitytoworktogethercollaborativelyandproductively.

EFFECtivE LEADERship REQuiREs spECiFiC RELAtionship skiLLs

itisclearlyevidentthataneffectiveleadermustbebotha“productivityspecialist”(meetingtheorganization’sneeds)anda“humanrelationsspecialist”(meetingmembers’needsand facilitating conflict resolution). onewithouttheotherdoesnotwork.

We now know the specific communication and conflict resolutionskillsthataleaderneedstobecomeaneffectivehumanrelationsspecialist—onethatencouragescooperation,collaboration,collegiality,co-determination.

theorganizationifounded,Gordontraininginternational,offersintensive,in-depthLeadereffectivenesstraining(L.e.t.)workshopswhereleaderscanlearntheseessentialskills.

ForfurtherinformationonL.e.t.andGordontraininginternational,pleaseseethenextpageorcheckoutourwebsiteatwww.gordontraining.com