![]() ![]() It’s the stuff we get rewarded for at school or university, or when we’re going for a promotion. “Head-based leadership attributes rely on things that are really tangible. Self-awareness – having a high level of insight into our character, abilities and limitations, as well as being aware of the impact we have on those around us.Ĭourage – speaking up for what we believe in, even in the face of pressure from others not to do so, while creating cultures where others can speak up as well.Įmpathy – putting ourselves in the shoes of others to comprehend their feelings without taking on those feelings ourselves, while willingly, authentically and respectfully listening to and engaging with diverse points of view. Humility – being willing to seek out the contributions of others and accept our limitations. Perspective – being able to read a room, such as seeing who’s missing from the room or what’s going on outside the room.Ĭapability – having a growth mindset towards whatever it is we do, whether it’s a a profession, trade or hobby. Wisdom – assessing what is known and unknown, weighing up risk and reward, searching for data or evidence, and then assessing the best possible path forward. If you assess the head and heart-based leadership attributes (below), it’s clear that much of the leadership coaching, training and role modelling we’ve been exposed to has centred around head-based leadership skills.Ĭuriosity – having a genuine thirst for filling gaps in our knowledge. But when you’re back at the station and see that the person is vulnerable or at risk, that same officer will need to draw on a whole range of empathy and self-awareness skills.” Head and heart-based capabilitiesīut that’s not how we’ve traditionally been taught how to lead. “For example, if you’re a police officer trying to arrest someone with empathy who’s running away from you, that won’t be particularly helpful. “The art of modern leadership is knowing when you need to use command and control, or head-based leadership, and when you might instead need to draw upon humility, empathy or other heart-based leadership skills,” says Ferguson. ![]() Ferguson’s work began with her own extensive academic research, as well as findings drawn from interviews with a wide range of diverse leaders, and culminated in her latest book, Head & Heart: The Art of Modern Leadership. This balancing act is something Dr Kirstin Ferguson AM, author, columnist and award-winning leadership expert, is passionate about exploring. It’s not effective to simply say, “Leaders need to demonstrate more empathy in all circumstances,” just as you’d never hear someone say, “Leaders should always rule with an iron fist.” Modern leadership is a delicate balancing act, and knowing when to push and when to pull, or when to coach versus when to direct, is an artform. It’s a perfect example of the nuances required when trying to define modern leadership. This is an example someone shared with me a few years ago during a conversation about effective leadership, and it has stuck with me. You want to be told exactly where it is and how to get out. If the building is on fire, you don’t want a leader to ‘empower’ you to find the emergency exit. The challenge is in knowing how to strike the right balance. Modern-day organisations require a combination of head and heart-based leadership, says Dr Kirstin Ferguson AM. ![]()
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