Within to follow me, not only because they have

Withinsmall and large companies, relationships tend to shift over time. You may havea close coworker promoted, a manager moved to another department, or a VP resign;in any case, the workforce is variable and is subject to change again, andagain after that. What is sufficient for one boss may not be acceptable toothers, promotions may fall on inept co-workers, and lack of leadership canbecome an everyday obstacle in an employee’s likelihood to feel jobsatisfaction. The artistry of it all is that this fluctuation allowsopportunity for great leaders to be formed. An effective leader should be able to use differenttypes of leadership styles to their advantage because successful leaders don’tfit a precise mold.

Each style warrants a variety of situations, and one muststrive to interpret and handle those situations efficiently, while keeping thosebelow them in mind. The capability to command respect, communicate, loyalty, humbleness, and influence lies inthe leader’s ability to be self-aware.So what makes people want to follow me, not only because they have to, butbecause they want to? Confucius ones said “respectyourself and others will respect you.” As a proponent of servant leadership,respect of others is crucial to the success of a leader. It is easy to berespectful of those to whom you agree with, but for those you don’t, tensionscan run high.

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The very notion of respect does not depend on others doing or notdoing something, it means recognizing that all people are inherently worthy ofrespect; even when you don’t feel like it. According to my Hogan results, andthose volunteered from my peers at AbbVie, I am good at dealing with conflictand difficult people. By being caring, sensitive, and accepting around others,I can gauge a potentially noxious situation and spin it in a positive way. Accordingto our current Scientific Director Caroline Park PHARMD, and Project ManagerJohn Polhemus MBA, I always/frequently demonstrate the ability to treat other’sfairly.

I listen effectively within a team of “talkers,” and I lead by example”walk the walk, not talk the talk, which has bestowed respect from differentcolleagues from across the organization. According to both co-workers, I dofrequently develop strong relationships with peers and others within/outsidethe organization. I spend time sending handwritten notes to exemplary vendors,awarding “excellence awards” to high performers, introducing myself to newcross-functional partners putting a face to the name, and I actively valuethe perspectives of others who are key and non-key stakeholders in projects orevents. However, areas of focus would be to make time to coach and providefeedback to team members. At times, I do prefer to work alone and not takeinitiative to give warranted feedback or drive interactions that could bebeneficial to helping myself and my peers.

By trying to show respect on aconstant basis to all those I interact with, whether through technology or inperson, I am striving to foster an environment of caring that permeates the workplace.An important factor into thesuccess of a leader is their engagement with their peers and direct reports byleading from all angles. By communicating their plans, ideas, and visions totheir co-workers, this enables a common sense of direction that will keepemployees motivated and happy. It is this attention to detail that helpsemployees flourish and contribute to the common goal.