职场英语：看看自己的性格适合当领导吗？_职场英语

职场英语：看看自己的性格适合当领导吗？

Creating Space for Employees

Grant says the study has broad implications for corporate leaders who want to examine their own leadership styles as well as make changes in the lower management ranks. "We tend to assume that we need to be extremely enthusiastic, outgoing and assertive, and we try to bring employees on board with a lot of excitement, a clear vision and direction," Grant says, "but there is real value in a leader being more reserved, quieter, in some cases silent, in order to create space for employees to enter the dialogue."

He worked with the CEO of one Fortune 500 company who has a policy of silence for the first 15 minutes of meetings. He does not utter a single word, although he is an extravert. "He feels that he has a tendency, once he gets excited about ideas, to run with them to the point where, at times, it leaves employees feeling like they weren't included," Grant says. "So he tries to combat that: 'I want you guys to tell me whatever you're thinking about -- suggestions, feedback, questions -- and the floor is yours.' He listens quietly and takes notes."

There are also lessons to be learned about giving employees authority and autonomy to make decisions on their own -- "providing them with choice about what work they do, as well as how, when and where they complete it," Grant notes. "One of the strongest predictors of proactivity is a sense of responsibility for the larger team or department or organization. When employees feel like they are responsible for a larger unit, they are much more likely to broaden their roles beyond their specific individual job descriptions."