Sign In

Dr Karen Morley

EXECUTIVE LEADERSHIP COACH | I help high achievers beat burnout and find freedom | AUTHOR

Dr. Karen Morley is a leadership coach focusing on providing a 'flexAbility' approach to combat overwork and prioritize well-being. With a background in executive coaching and leadership development, Karen helps leaders reset their expectations, purpose, and find balance in their professional and personal lives. She offers various coaching services to enhance leadership influence, collaboration, and inclusive practices. Karen has worked with executives and leaders from a range of reputable organizations. Her approach has been lauded by clients for its transformative impact. With a wealth of experience and education in leadership, psychology, and anthropology, Karen is dedicated to helping individuals achieve greater impact with less effort.

Highlights

Aug 28 · linkedin

The 12 proven attributes of the right kinds of leaders

With yesterday’s bad news out of the way (https://lnkd.in/grsdrYsz) let’s focus today on the right kinds of leaders.

If we want leaders who not just appear to be leader-like, but who are actually effective once they get the gig, we need to focus on two types of attributes: Generative and Latent-expressive. Doing this will increase what Benjamin M. Galvin, Katie Badura and colleagues call congruent emergence (we pick the right people for leadership jobs) and decrease over-emergence (we choose people who seem leader-like but who are not good at leading).

Generative attributes are: ✅ Etxraversion – take charge and socialize with others ✅ Emotional stability – calm under pressure, positive ✅ Core self-evaluations – high self-esteem and self-efficacy ✅ Conscientiousness – proactive and persistent ✅ Openness to experience – insightful, creative, take risks ✅ Intelligence – solve complex problems and meet complex task demands ✅ Political skill – understand broader context, read the room ✅ Agreeableness – trusting and build positive relationships ✅ Emotional intelligence – deal with own and others’ emotions ✅ Self-monitoring – manage self well

Latent-expressive attributes are: ✅ Communal orientation – warm, nurturing, friendly ✅ Stereotyped demographic attributes – holding membership in a ‘protected’ group such as gender or race

Latent-expressive attributes are very interesting because they are the opposite of the Instrumental attributes mentioned yesterday, and which tend to lead to mistaking people as leader-like when they in fact are not.

Whereas Instrumental attributes tend to fracture relationships with the team, Latent-expressive attributes contribute to strong relationships, higher satisfaction and motivation. Latent-expressive attributes are described in this way as they tend to mean that people with these attributes are not seen as potential leaders – being like this has traditionally disadvantaged leadership emergence - despite being more strongly associated with effectiveness.

🤔 Which of these attributes are your strengths?

#linkedinnewsaustralia #careers #leadership

Aug 27 · linkedin

How to avoid promoting the wrong kinds of leaders

In their recent article on leadership emergence, Benjamin M. Galvin, Katie Badura and colleagues unpack some very important differences between leader emergence and leadership effectiveness. The distinction is important in avoiding promotion of the wrong people into leadership roles. It matters a lot, because of the impact that leaders have on teams and organisational performance.

I love the categories they identify – 📌 Congruent emergence – having talent and being recognised for it 📌 Congruent non-emergence – not having the talent for leadership roles which is appropriately recognised 📌 Over-emergence – being recognised as leader-like but without having the requisite talent 📌 Under-emergence – having the requisite talent yet not being recognised for it

We’ve all seen plenty of evidence of great talent that never seems to be recognised, or ordinary if not bad behaviour that seems mysteriously to rise to the top.

There’s still a lack of recognition and understanding of why this is so. This great article draws together almost a century of research findings on leadership and helps better our understanding.

Over-emergence arises from an assessment of leadership talent based on faulty, but often prioritised, instrumental attributes – agentic orientation, narcissism, Machiavellianism and Psychopathy. You and I read that and think how could that possibly be?

The authors explain it like this: ➡️ agentic orientation means dominant, assertive, ambitious, confident and many think this is what leadership is ➡️ narcissistic individuals are mistaken as leader-like because they have high self-esteem, are socially dominant and are bold: that looks great, but isn’t ➡️ Machiavellian and psychopathic individuals tend to be bold and charming until they become destructive

Avoid the seduction of these attributes to avoid promoting the wrong kinds of leaders.

#linkedinnewsaustralia #leadership #careers

Dr Karen Morley
Add to my network

Location

Melbourne, Victoria, Australia