Intrapersonal, interpersonal and operational competencies of leadership 5.0

Intrapersonal, interpersonal and operational competencies of leadership 5.0


In 2005, in his book The 360º leader: how to develop your impact from any position in the organization, John C. Maxwell compiled the four cardinal points where the leader must be visible: himself, his superiors, his colleagues and his employees. Seventeen years later, Antonio Peñalver, an expert in human resources management and leadership, interprets and adapts the qualities of those who guide the fortunes of organizations in his work “Leader 5.0. How to lead organizations successfully in the new digital society».

Alongside intrapersonal (leading oneself), interpersonal (leading others), and operational skills (strategic vision, change management, planning, innovation, results orientation, and change management), Peñalver states that “there is no leadership without ethics”. What is ethical in this context? Going beyond the obvious, ie being clean and transparent, ethics in action means “showing stakeholders and the world the reason for every action”. That is why ethics is the main quality of the 5.0 leader, because he needs it to behave in the discourse of sustainability, transformation and humanism, aware that “ethics – as the expert says – is a value that should be lived in everyone act and in every action” and that it therefore requires discipline, demand and a high commitment to oneself.

From this perspective, how do you reject the three skills above:

Principles of “upward” leadership: bosses, shareholders, customers, etc.
  1. lead yourself
  2. When we help lift the burden, we help the leader succeed.
  3. Forego consolation so you can do what other leaders don’t want you to do.
  4. Know the big difference between a manager and an executive.
  5. You build good relationships regardless of where you take people.
  6. Appreciate the time
  7. do things at the right time.
  8. Getting things done and demonstrating competence, responsibility and reliability to become the person everyone turns to when something needs to be done.
  9. Grow and improve every day because your journey is a constant journey.
Principles of leadership “by”: peers or peers
  1. Dedicate time and energy because leadership is an ongoing process.
  2. Collaborate with other leaders to complete projects. Leading is not competing.
  3. Having a friend at work, regardless of how you perceive your co-workers or the competition.
  4. Avoid politics in the office.
  5. Expand your circle of friends regularly.
  6. Knowing how much you have to put your own ideas aside and make room for those of others.
  7. Knowing how to convince others that they are perfect.
Principles of “downward” leadership: direct or indirect employees
  1. Walk through the rooms, interact with people and always be available.
  2. Show that they are the ideal to be reached because people respect the speakers.
  3. Worry about your people improving, progressing and achieving good results.
  4. Find strengths in your employees.
  5. Become a role model, gain influence.
  6. Interpret the mission and convey the vision to inspire and guide people in the right direction.
  7. Reward actions and achievements because they will be an example to follow.

Photo by Possessed Photography on Unsplash



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