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TEXT
Hundreds of studies have assessed leadership styles, mainly by having employees report on how their managers typically behave. Researchers have also collected information on how effective managers are. After large numbers of such studies became available, reviewers aggregated them quantitatively to discover what kinds of leadership are effective.
One conclusion that has emerged based on the research of the past 30 years is that a hybrid style known as transformational leadership is highly effective in most contemporary organizational contexts.
A transformational leader acts as an inspirational role model, motivates others to go beyond the confines of their job descriptions, encourages creativity and innovation, fosters good human relationships, and develops the skills of followers. This type of leadership is effective because it fosters strong interpersonal bonds based on a leader’s charisma and consideration of others. These bonds enable leaders to promote high-quality performance by encouraging workers rather than threatening them, thus motivating them to exceed basic expectations.
By bringing out the best in others, transformational leaders enhance the performance of groups and organizations.
Transformational leadership is androgynous because it incorporates culturally masculine and feminine behaviors. This androgynous mixing of the masculine and feminine means that skill in this contemporary way of leading does not necessarily come naturally. It may require some effort and thought.
Men often have to work on their social skills and women on being assertive enough to inspire others. It is nonetheless clear that both women and men can adapt to the demands of leadership in the transformational mode.
One of the surprises of research on transformational leadership is that female managers are somewhat more transformational than male managers. In particular, they exceed men in their attention to human relationships. Also, in delivering incentives, women lean toward a more positive, reward-based approach and men toward a more negative and less effective, threat-based approach. In these respects, women appear to be better leaders than men, despite the double standard that can close women out of these roles.
Why are women leaders more transformational when they are less likely to become leaders in the first place? One reason is that the double standard that slows women’s rise would work against mediocre women while allowing mediocre men to rise. As a consequence, the women who attain leadership roles really are better than the men on average.
It is also true women generally avoid more domineering, “command and control” behavior because of the backlash they receive if they lead in this way. Men can often get away with autocratic behavior that is roundly disliked in women. Ironically, this backlash against domineering women may foster good leadership because the androgynous middle ground is more likely to bring success. Leaders gain less from ordering others about than from forming teams of smart, motivated collaborators who together figure out how to solve problems and get work done.
From: http://www.nytimes.com/ 2013/03/20
TEXT
Hundreds of studies have assessed leadership styles, mainly by having employees report on how their managers typically behave. Researchers have also collected information on how effective managers are. After large numbers of such studies became available, reviewers aggregated them quantitatively to discover what kinds of leadership are effective.
One conclusion that has emerged based on the research of the past 30 years is that a hybrid style known as transformational leadership is highly effective in most contemporary organizational contexts.
A transformational leader acts as an inspirational role model, motivates others to go beyond the confines of their job descriptions, encourages creativity and innovation, fosters good human relationships, and develops the skills of followers. This type of leadership is effective because it fosters strong interpersonal bonds based on a leader’s charisma and consideration of others. These bonds enable leaders to promote high-quality performance by encouraging workers rather than threatening them, thus motivating them to exceed basic expectations.
By bringing out the best in others, transformational leaders enhance the performance of groups and organizations.
Transformational leadership is androgynous because it incorporates culturally masculine and feminine behaviors. This androgynous mixing of the masculine and feminine means that skill in this contemporary way of leading does not necessarily come naturally. It may require some effort and thought.
Men often have to work on their social skills and women on being assertive enough to inspire others. It is nonetheless clear that both women and men can adapt to the demands of leadership in the transformational mode.
One of the surprises of research on transformational leadership is that female managers are somewhat more transformational than male managers. In particular, they exceed men in their attention to human relationships. Also, in delivering incentives, women lean toward a more positive, reward-based approach and men toward a more negative and less effective, threat-based approach. In these respects, women appear to be better leaders than men, despite the double standard that can close women out of these roles.
Why are women leaders more transformational when they are less likely to become leaders in the first place? One reason is that the double standard that slows women’s rise would work against mediocre women while allowing mediocre men to rise. As a consequence, the women who attain leadership roles really are better than the men on average.
It is also true women generally avoid more domineering, “command and control” behavior because of the backlash they receive if they lead in this way. Men can often get away with autocratic behavior that is roundly disliked in women. Ironically, this backlash against domineering women may foster good leadership because the androgynous middle ground is more likely to bring success. Leaders gain less from ordering others about than from forming teams of smart, motivated collaborators who together figure out how to solve problems and get work done.
From: http://www.nytimes.com/ 2013/03/20
TEXT
Hundreds of studies have assessed leadership styles, mainly by having employees report on how their managers typically behave. Researchers have also collected information on how effective managers are. After large numbers of such studies became available, reviewers aggregated them quantitatively to discover what kinds of leadership are effective.
One conclusion that has emerged based on the research of the past 30 years is that a hybrid style known as transformational leadership is highly effective in most contemporary organizational contexts.
A transformational leader acts as an inspirational role model, motivates others to go beyond the confines of their job descriptions, encourages creativity and innovation, fosters good human relationships, and develops the skills of followers. This type of leadership is effective because it fosters strong interpersonal bonds based on a leader’s charisma and consideration of others. These bonds enable leaders to promote high-quality performance by encouraging workers rather than threatening them, thus motivating them to exceed basic expectations.
By bringing out the best in others, transformational leaders enhance the performance of groups and organizations.
Transformational leadership is androgynous because it incorporates culturally masculine and feminine behaviors. This androgynous mixing of the masculine and feminine means that skill in this contemporary way of leading does not necessarily come naturally. It may require some effort and thought.
Men often have to work on their social skills and women on being assertive enough to inspire others. It is nonetheless clear that both women and men can adapt to the demands of leadership in the transformational mode.
One of the surprises of research on transformational leadership is that female managers are somewhat more transformational than male managers. In particular, they exceed men in their attention to human relationships. Also, in delivering incentives, women lean toward a more positive, reward-based approach and men toward a more negative and less effective, threat-based approach. In these respects, women appear to be better leaders than men, despite the double standard that can close women out of these roles.
Why are women leaders more transformational when they are less likely to become leaders in the first place? One reason is that the double standard that slows women’s rise would work against mediocre women while allowing mediocre men to rise. As a consequence, the women who attain leadership roles really are better than the men on average.
It is also true women generally avoid more domineering, “command and control” behavior because of the backlash they receive if they lead in this way. Men can often get away with autocratic behavior that is roundly disliked in women. Ironically, this backlash against domineering women may foster good leadership because the androgynous middle ground is more likely to bring success. Leaders gain less from ordering others about than from forming teams of smart, motivated collaborators who together figure out how to solve problems and get work done.
From: http://www.nytimes.com/ 2013/03/20
TEXT
Hundreds of studies have assessed leadership styles, mainly by having employees report on how their managers typically behave. Researchers have also collected information on how effective managers are. After large numbers of such studies became available, reviewers aggregated them quantitatively to discover what kinds of leadership are effective.
One conclusion that has emerged based on the research of the past 30 years is that a hybrid style known as transformational leadership is highly effective in most contemporary organizational contexts.
A transformational leader acts as an inspirational role model, motivates others to go beyond the confines of their job descriptions, encourages creativity and innovation, fosters good human relationships, and develops the skills of followers. This type of leadership is effective because it fosters strong interpersonal bonds based on a leader’s charisma and consideration of others. These bonds enable leaders to promote high-quality performance by encouraging workers rather than threatening them, thus motivating them to exceed basic expectations.
By bringing out the best in others, transformational leaders enhance the performance of groups and organizations.
Transformational leadership is androgynous because it incorporates culturally masculine and feminine behaviors. This androgynous mixing of the masculine and feminine means that skill in this contemporary way of leading does not necessarily come naturally. It may require some effort and thought.
Men often have to work on their social skills and women on being assertive enough to inspire others. It is nonetheless clear that both women and men can adapt to the demands of leadership in the transformational mode.
One of the surprises of research on transformational leadership is that female managers are somewhat more transformational than male managers. In particular, they exceed men in their attention to human relationships. Also, in delivering incentives, women lean toward a more positive, reward-based approach and men toward a more negative and less effective, threat-based approach. In these respects, women appear to be better leaders than men, despite the double standard that can close women out of these roles.
Why are women leaders more transformational when they are less likely to become leaders in the first place? One reason is that the double standard that slows women’s rise would work against mediocre women while allowing mediocre men to rise. As a consequence, the women who attain leadership roles really are better than the men on average.
It is also true women generally avoid more domineering, “command and control” behavior because of the backlash they receive if they lead in this way. Men can often get away with autocratic behavior that is roundly disliked in women. Ironically, this backlash against domineering women may foster good leadership because the androgynous middle ground is more likely to bring success. Leaders gain less from ordering others about than from forming teams of smart, motivated collaborators who together figure out how to solve problems and get work done.
From: http://www.nytimes.com/ 2013/03/20
TEXT
Hundreds of studies have assessed leadership styles, mainly by having employees report on how their managers typically behave. Researchers have also collected information on how effective managers are. After large numbers of such studies became available, reviewers aggregated them quantitatively to discover what kinds of leadership are effective.
One conclusion that has emerged based on the research of the past 30 years is that a hybrid style known as transformational leadership is highly effective in most contemporary organizational contexts.
A transformational leader acts as an inspirational role model, motivates others to go beyond the confines of their job descriptions, encourages creativity and innovation, fosters good human relationships, and develops the skills of followers. This type of leadership is effective because it fosters strong interpersonal bonds based on a leader’s charisma and consideration of others. These bonds enable leaders to promote high-quality performance by encouraging workers rather than threatening them, thus motivating them to exceed basic expectations.
By bringing out the best in others, transformational leaders enhance the performance of groups and organizations.
Transformational leadership is androgynous because it incorporates culturally masculine and feminine behaviors. This androgynous mixing of the masculine and feminine means that skill in this contemporary way of leading does not necessarily come naturally. It may require some effort and thought.
Men often have to work on their social skills and women on being assertive enough to inspire others. It is nonetheless clear that both women and men can adapt to the demands of leadership in the transformational mode.
One of the surprises of research on transformational leadership is that female managers are somewhat more transformational than male managers. In particular, they exceed men in their attention to human relationships. Also, in delivering incentives, women lean toward a more positive, reward-based approach and men toward a more negative and less effective, threat-based approach. In these respects, women appear to be better leaders than men, despite the double standard that can close women out of these roles.
Why are women leaders more transformational when they are less likely to become leaders in the first place? One reason is that the double standard that slows women’s rise would work against mediocre women while allowing mediocre men to rise. As a consequence, the women who attain leadership roles really are better than the men on average.
It is also true women generally avoid more domineering, “command and control” behavior because of the backlash they receive if they lead in this way. Men can often get away with autocratic behavior that is roundly disliked in women. Ironically, this backlash against domineering women may foster good leadership because the androgynous middle ground is more likely to bring success. Leaders gain less from ordering others about than from forming teams of smart, motivated collaborators who together figure out how to solve problems and get work done.
From: http://www.nytimes.com/ 2013/03/20
TEXT
Hundreds of studies have assessed leadership styles, mainly by having employees report on how their managers typically behave. Researchers have also collected information on how effective managers are. After large numbers of such studies became available, reviewers aggregated them quantitatively to discover what kinds of leadership are effective.
One conclusion that has emerged based on the research of the past 30 years is that a hybrid style known as transformational leadership is highly effective in most contemporary organizational contexts.
A transformational leader acts as an inspirational role model, motivates others to go beyond the confines of their job descriptions, encourages creativity and innovation, fosters good human relationships, and develops the skills of followers. This type of leadership is effective because it fosters strong interpersonal bonds based on a leader’s charisma and consideration of others. These bonds enable leaders to promote high-quality performance by encouraging workers rather than threatening them, thus motivating them to exceed basic expectations.
By bringing out the best in others, transformational leaders enhance the performance of groups and organizations.
Transformational leadership is androgynous because it incorporates culturally masculine and feminine behaviors. This androgynous mixing of the masculine and feminine means that skill in this contemporary way of leading does not necessarily come naturally. It may require some effort and thought.
Men often have to work on their social skills and women on being assertive enough to inspire others. It is nonetheless clear that both women and men can adapt to the demands of leadership in the transformational mode.
One of the surprises of research on transformational leadership is that female managers are somewhat more transformational than male managers. In particular, they exceed men in their attention to human relationships. Also, in delivering incentives, women lean toward a more positive, reward-based approach and men toward a more negative and less effective, threat-based approach. In these respects, women appear to be better leaders than men, despite the double standard that can close women out of these roles.
Why are women leaders more transformational when they are less likely to become leaders in the first place? One reason is that the double standard that slows women’s rise would work against mediocre women while allowing mediocre men to rise. As a consequence, the women who attain leadership roles really are better than the men on average.
It is also true women generally avoid more domineering, “command and control” behavior because of the backlash they receive if they lead in this way. Men can often get away with autocratic behavior that is roundly disliked in women. Ironically, this backlash against domineering women may foster good leadership because the androgynous middle ground is more likely to bring success. Leaders gain less from ordering others about than from forming teams of smart, motivated collaborators who together figure out how to solve problems and get work done.
From: http://www.nytimes.com/ 2013/03/20
As to the leadership pattern that requires attitudes based on features of both male and female behaviors, one may infer that it
Brazil wants to count trees in the Amazon rainforest
By Channtal Fleischfresser
February 11, 2013
Photo: Flickr/Nico Crisafulli
Brazil is home to roughly 60 percent of the Amazon, about half of what remains of the world’s tropical rainforests. And now, the country has plans to count its trees. A vast undertaking, the new National Forest Inventory hopes to gain “a broad panorama of the quality and the conditions in the forest cover”, according to Brazil’s Forestry Minister Antonio Carlos Hummel.
The census, set to take place over the next four years, will scour 3,288,000 square miles, sampling 20,000 points at 20 kilometer intervals and registering the number, height, diameter, and species of the trees, among other data.
The initiative, aimed to better allocate resources to the country’s forests, is part of a large-scale turnaround in Brazil’s relationship to its forests. While it once had one of the worst rates of deforestation in the world, last year only 1,797 square miles of the Amazon were destroyed – a reduction of nearly 80% compared to 2004.
(www.smartplanet.com. Adaptado.)
Brazil wants to count trees in the Amazon rainforest
By Channtal Fleischfresser
February 11, 2013
Photo: Flickr/Nico Crisafulli
Brazil is home to roughly 60 percent of the Amazon, about half of what remains of the world’s tropical rainforests. And now, the country has plans to count its trees. A vast undertaking, the new National Forest Inventory hopes to gain “a broad panorama of the quality and the conditions in the forest cover”, according to Brazil’s Forestry Minister Antonio Carlos Hummel.
The census, set to take place over the next four years, will scour 3,288,000 square miles, sampling 20,000 points at 20 kilometer intervals and registering the number, height, diameter, and species of the trees, among other data.
The initiative, aimed to better allocate resources to the country’s forests, is part of a large-scale turnaround in Brazil’s relationship to its forests. While it once had one of the worst rates of deforestation in the world, last year only 1,797 square miles of the Amazon were destroyed – a reduction of nearly 80% compared to 2004.
(www.smartplanet.com. Adaptado.)
Brazil wants to count trees in the Amazon rainforest
By Channtal Fleischfresser
February 11, 2013
Photo: Flickr/Nico Crisafulli
Brazil is home to roughly 60 percent of the Amazon, about half of what remains of the world’s tropical rainforests. And now, the country has plans to count its trees. A vast undertaking, the new National Forest Inventory hopes to gain “a broad panorama of the quality and the conditions in the forest cover”, according to Brazil’s Forestry Minister Antonio Carlos Hummel.
The census, set to take place over the next four years, will scour 3,288,000 square miles, sampling 20,000 points at 20 kilometer intervals and registering the number, height, diameter, and species of the trees, among other data.
The initiative, aimed to better allocate resources to the country’s forests, is part of a large-scale turnaround in Brazil’s relationship to its forests. While it once had one of the worst rates of deforestation in the world, last year only 1,797 square miles of the Amazon were destroyed – a reduction of nearly 80% compared to 2004.
(www.smartplanet.com. Adaptado.)
Brazil wants to count trees in the Amazon rainforest
By Channtal Fleischfresser
February 11, 2013
Photo: Flickr/Nico Crisafulli
Brazil is home to roughly 60 percent of the Amazon, about half of what remains of the world’s tropical rainforests. And now, the country has plans to count its trees. A vast undertaking, the new National Forest Inventory hopes to gain “a broad panorama of the quality and the conditions in the forest cover”, according to Brazil’s Forestry Minister Antonio Carlos Hummel.
The census, set to take place over the next four years, will scour 3,288,000 square miles, sampling 20,000 points at 20 kilometer intervals and registering the number, height, diameter, and species of the trees, among other data.
The initiative, aimed to better allocate resources to the country’s forests, is part of a large-scale turnaround in Brazil’s relationship to its forests. While it once had one of the worst rates of deforestation in the world, last year only 1,797 square miles of the Amazon were destroyed – a reduction of nearly 80% compared to 2004.
(www.smartplanet.com. Adaptado.)
Brazil wants to count trees in the Amazon rainforest
By Channtal Fleischfresser
February 11, 2013
Photo: Flickr/Nico Crisafulli
Brazil is home to roughly 60 percent of the Amazon, about half of what remains of the world’s tropical rainforests. And now, the country has plans to count its trees. A vast undertaking, the new National Forest Inventory hopes to gain “a broad panorama of the quality and the conditions in the forest cover”, according to Brazil’s Forestry Minister Antonio Carlos Hummel.
The census, set to take place over the next four years, will scour 3,288,000 square miles, sampling 20,000 points at 20 kilometer intervals and registering the number, height, diameter, and species of the trees, among other data.
The initiative, aimed to better allocate resources to the country’s forests, is part of a large-scale turnaround in Brazil’s relationship to its forests. While it once had one of the worst rates of deforestation in the world, last year only 1,797 square miles of the Amazon were destroyed – a reduction of nearly 80% compared to 2004.
(www.smartplanet.com. Adaptado.)
Brazil wants to count trees in the Amazon rainforest
By Channtal Fleischfresser
February 11, 2013
Photo: Flickr/Nico Crisafulli
Brazil is home to roughly 60 percent of the Amazon, about half of what remains of the world’s tropical rainforests. And now, the country has plans to count its trees. A vast undertaking, the new National Forest Inventory hopes to gain “a broad panorama of the quality and the conditions in the forest cover”, according to Brazil’s Forestry Minister Antonio Carlos Hummel.
The census, set to take place over the next four years, will scour 3,288,000 square miles, sampling 20,000 points at 20 kilometer intervals and registering the number, height, diameter, and species of the trees, among other data.
The initiative, aimed to better allocate resources to the country’s forests, is part of a large-scale turnaround in Brazil’s relationship to its forests. While it once had one of the worst rates of deforestation in the world, last year only 1,797 square miles of the Amazon were destroyed – a reduction of nearly 80% compared to 2004.
(www.smartplanet.com. Adaptado.)
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(www.hagardunor.net)
Michelle Hanson
Learning to play a musical instrument at any point in life is good for the brain. Who cares if I sound like a 'sick cow'?
It's exciting to know that I have done something right and rewarding – taking up the cello in my 60s. A new study from St. Andrew's University proves it. Taking up a musical instrument, even late in life, is good for the brain, and “can slow, stop, or even reverse, age or illness-related decline in mental functions". Hurrah!
My efforts have been rewarded, because starting the cello was a bit of a struggle, physically and mentally. Back then, my mother was alive, and rather critical: “You sound like a sick cow," she would cry out in a tormented way, but I persisted, joined an orchestra, and now here I am, with a bigger frontal cortex area than I might have otherwise had, and able to “adjust my behaviour more effectively in conflict-rich situations".
The more you practise the better, suggests the research. Good. It will spur me on, sick cow or not. Because I desperately need to keep my brain in order. Don't we all, if we're going to live to over 100? Last week I went for a walk with an old friend of mine and her dog. She is 92 and browned off.
“How are you?" I asked. “Fed up. I want to die." This was my mother's primary aim once she hit 96. “What do you want for your birthday?" we would ask. “To be dead!", she would say. No wonder. What else did life offer? At least my old friend could walk about. My mother could hardly walk, talk or eat.
If only they had played a musical instrument. You can do it sitting down, on your own, with friends, cheer yourself up, be in control, or wildly emotional. I cannot recommend it highly enough.
Fonte: http://www.theguardian.com/lifeandstyle/2013/sep/ 30/why-i-took-up-cello-in-60s
Glossário
took up: aprendi; struggle: luta/muito esforço; spur me on: encorajar/estimular; browned off: sem entusiasmo
Michelle Hanson
Learning to play a musical instrument at any point in life is good for the brain. Who cares if I sound like a 'sick cow'?
It's exciting to know that I have done something right and rewarding – taking up the cello in my 60s. A new study from St. Andrew's University proves it. Taking up a musical instrument, even late in life, is good for the brain, and “can slow, stop, or even reverse, age or illness-related decline in mental functions". Hurrah!
My efforts have been rewarded, because starting the cello was a bit of a struggle, physically and mentally. Back then, my mother was alive, and rather critical: “You sound like a sick cow," she would cry out in a tormented way, but I persisted, joined an orchestra, and now here I am, with a bigger frontal cortex area than I might have otherwise had, and able to “adjust my behaviour more effectively in conflict-rich situations".
The more you practise the better, suggests the research. Good. It will spur me on, sick cow or not. Because I desperately need to keep my brain in order. Don't we all, if we're going to live to over 100? Last week I went for a walk with an old friend of mine and her dog. She is 92 and browned off.
“How are you?" I asked. “Fed up. I want to die." This was my mother's primary aim once she hit 96. “What do you want for your birthday?" we would ask. “To be dead!", she would say. No wonder. What else did life offer? At least my old friend could walk about. My mother could hardly walk, talk or eat.
If only they had played a musical instrument. You can do it sitting down, on your own, with friends, cheer yourself up, be in control, or wildly emotional. I cannot recommend it highly enough.
Fonte: http://www.theguardian.com/lifeandstyle/2013/sep/ 30/why-i-took-up-cello-in-60s
Glossário
took up: aprendi; struggle: luta/muito esforço; spur me on: encorajar/estimular; browned off: sem entusiasmo
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