Abstract
Putting any faith-based notions aside, Wilson Goode’s new boss is Remarkable if we consider him metaphorically through the lens of business leadership. Foremost, he is an all empowering boss who does not dictate, micromanage, or criticize. Despite even the most demanding business conditions, he remains accessible for conversation and emotional support any time, day, or night. Despite the mistakes, missed deadlines, mediocre results, or other failings of his direct reports, his respect and affection for them is stolidly unconditional. Transparent and open to scrutiny, he is less ego and more celebrant not just of the success of his employees but of their contentment, peace, and faith in the future. His relationships with the people who “report” to him are enduring and reciprocal.
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Notes
- 1.
In this context, pleasing bosses is seen as very much a part of managing them well.
- 2.
While the life history and other psychological data presented in Chap. 2 were helpful in describing this leadership type, the leadership competency, EQ, and behavioral observation data yield the most accessible and pragmatic guidance regarding ways to manage them.
- 3.
Even when you do not connect with your boss on strategy discussion and/or planning initially, if you aspire to bigger roles in the organization, you should persist in these efforts because you need to build your brand as someone with strategic potential. In corporate talent review processes, strategic thinking is the sine qua non for inclusion on the top “high potential” list. These are individuals who warrant special development opportunities, as well as level promotions and concomitant increases in compensation. If, despite your continued efforts, you still do not get traction with your boss in discussing issues at a strategic level, then seek a mentoring relationship with someone higher in the company and/or become involved in special projects or task forces that will give you an opportunity to apply your strategic capability.
- 4.
Social intelligence (SQ) is defined as “… a set of interpersonal competencies built on specific neural circuits (and related endocrine systems) that inspire others to be effective” (Goleman and Boyatzis 2008, p. 74).
- 5.
In this context the author is focused on executives in C-level roles but extrapolations can be made to mid level managerial leaders.
End Notes
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Wasylyshyn, K.M. (2012). Managing a Remarkable Boss. In: Behind the Executive Door. Springer, New York, NY. https://doi.org/10.1007/978-1-4614-0376-0_6
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DOI: https://doi.org/10.1007/978-1-4614-0376-0_6
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