The final section focuses on management and leadership education, in particular research about what works best in terms of methods of developing the required skills. Self-management Stamoulis (2010) identified personal effectiveness as the highest scoring critical leadership attribute amongst Australian retail industry stakeholders. Although this research focuses specifically on the retail sector, the skills or traits of self-management identified here are widely accepted as characteristics of good managers across all industries. By breaking down personal effectiveness, Stamoulis identified the following attributes as a cluster of skills needed by current and future retail managers: self-management time, goal setting, delegating, organising – empathy sincerity – sense of humour/fun energetic personality – approachable, flexible, resilient develop self lifelong learner – perception/ insight positive attitude develop relationships rapport/ camaraderie/ networking – self-regulation composure/calmness/organisation. – Although Stamoulis differentiated between personal effectiveness and self-management, the latter being a subset of the former, Goleman (2004) views self-management as pertaining to the larger set of skills or traits that he calls ‘emotional intelligence.’ Goleman breaks down the components of emotional intelligence at work as follows: Definition Hallmarks Self-Awareness The ability to recognise and understand Self-confidence your moods, emotions, and drives, as well Realistic self-assessment as their effect on others Self-deprecating sense of humour Self-Regulation The ability to control or redirect disruptive Trustworthiness and integrity impulses and moods Comfort with ambiguity The propensity to suspend judgement to Openness to change – think before acting Motivation A passion to work for reasons that go Strong drive to achieve beyond money or status Optimism, even in the face of A propensity to pursue goals with energy failure and persistence Organisational commitment Empathy The ability to understand the emotional Expertise in building and retaining makeup of other people talent Skill in treating people according to their Cross-cultural sensitivity emotional reactions Service to clients and customers Social Skill Proficiency in managing relationships and Effectiveness in leading change building networks Persuasiveness An ability to find common ground and build Expertise in building and leading rapport teams Source: Goleman, Daniel, 2004. a in Harvard Business Review. ‘What Makes Leader?’
The final section focuses on management and leadership education, in particular research about what works best in terms of methods of developing the required skills. Self-management Stamoulis (2010) identified personal effectiveness as the highest scoring critical leadership attribute amongst Australian retail industry stakeholders. Although this research focuses specifically on the retail sector, the skills or traits of self-management identified here are widely accepted as characteristics of good managers across all industries. By breaking down personal effectiveness, Stamoulis identified the following attributes as a cluster of skills needed by current and future retail managers: self-management – time, goal setting, delegating, organising empathy – sincerity sense of humour/fun – energetic personality approachable, flexible, resilient develop self – lifelong learner perception/ insight positive attitude develop relationships – rapport/ camaraderie/ networking self-regulation – composure/calmness/organisation. Although Stamoulis differentiated between personal effectiveness and self-management, the latter being a subset of the former, Goleman (2004) views self-management as pertaining to the larger set of skills or traits that he calls ‘emotional intelligence.’ Goleman breaks down the components of emotional intelligence at work as follows: Definition Hallmarks Self-Awareness The ability to recognise and understand your moods, emotions, and drives, as well as their effect on others Self-confidence Realistic self-assessment Self-deprecating sense of humour Self-Regulation The ability to control or redirect disruptive impulses and moods The propensity to suspend judgement – to think before acting Trustworthiness and integrity Comfort with ambiguity Openness to change Motivation A passion to work for reasons that go beyond money or status A propensity to pursue goals with energy and persistence Strong drive to achieve Optimism, even in the face of failure Organisational commitment Empathy The ability to understand the emotional makeup of other people Skill in treating people according to their emotional reactions Expertise in building and retaining talent Cross-cultural sensitivity Service to clients and customers Social Skill Proficiency in managing relationships and building networks An ability to find common ground and build rapport Effectiveness in leading change Persuasiveness Expertise in building and leading teams Source: Goleman, Daniel, 2004. ‘What Makes a Leader?’ in Harvard Business Review.