Page 45 - Was Menschen wirklich wollen Lese-PDF für Biblets

Vogelhuber, Scheelen - What people really want

The situation is similar in leadership. Managers, too, often tend
toward a dominant leadership style and behaviors that enable
them to lead the way, even as role models and trailblazers. On
the other hand, many employees find this behavior too
directive. If they wish to be led by agreements reached by
consensus rather than by strict guidelines and irrefutable
instructions, the dominant leader is unlikely to have a
constructive approach to them. And if an employee is a
dominant firebrand himself, the probability increases that there
will be a huge clash between the dominant personalities -
boss here, employee there.

But as always in real life, there are counterexamples. If the
dominant boss encounters headwinds from a similarly inclined
employee and the latter gives the manager a good talking-to, the
boss may not think that's such a bad thing:
"Finally, not a yes-man, finally someone who disagrees and
with whom I can discuss!" But no matter which example
applies to you:

It helps you in just about every situation in life to know
what you are like and what makes you tick! Knowing your
own personality structures is very useful because you can
then assess how you affect others and are perceived by
them - and change and adapt accordingly. In addition,
you are able to authentically engage in relationships with
other people by giving yourself as you are.

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