SLP 4

SLP 4

How did that leader come to be where he or she is?

3 years ago, the leader we are talking about here had the opportunity to collaborate in the preparation of a plan for the transformation and growth of an important company dedicated to leather tanning for the automotive industry. His participation at the time, was writing including four chapters of the plan. One of them was about the "value creation" and the second (as a graduate of Industrial Relations) on the "empowerment" (Zaccaro, 2007). The participation of the individual had remained fairly quiet, because while part of the staff, the CEO wanted to give more strength to the plan, personally presented each of the three floors. At the end of the four presentations, the CEO was very pleased because the plan was well received at all levels. Since personnel policy historically had traits of autocracy and paternalism, suspected he had not understood the depth of change and also the CEO had not perceived. It was necessary to change the culture. These processes are usually slow in normal and impossible if not clearly understood. During the leaders visit and in the MBA and modules "Leadership" and "Organizational Behavior”', he had heard a lot about the empowerment and the plan to be drawn for the next five years. One of his colleagues, who had a large staff under his charge, had said that he had given his team the responsibility to organize on their own; the tasks required to achieve a particular goal and during the discussion remained disappointed.

This executive had realized that his colleagues were not regulating the purchase time or just do more of, or ahead of schedule, thereby tarnishing their performance and productivity by obtaining a very uneven result. They had started with great enthusiasm and when checked they were approaching the target, with their performance dropped noticeably. After all, they had understood that they should not be accountable for their daily decisions. Another colleague, with little experience in treatment of staff, tried to explain to fellow disillusioned that it was his responsibility, for having set bad goals and he should not express displeasure to the team in order to hide the weakness. His advice was, increasing levels of demand in the next planning and finding the limits of the performance of the team, to the brink of default. He considered the latter, as the prizes that were linked to the fulfillment of the goals; people would realize they were discovered and then reach a level of optimum productivity. When it seemed that both were agreeing to prevent this irregular performance from happening again, it took to a debate about whether to empower staff or not. Although, the leader was silent for a while, he could not help to participate in the conversation, because obviously no one was able to identify the process that should be adopted in order to be able to improve the performance of the team.

With true Emotional Intelligence strategies can determine the potential that ...