Modern leadership is not about dominating others, but empowering them to increase their autonomy and influence. It is also about encouraging colleagues to take responsibility, express their opinions, and develop their influence within the company. While you may not have been born a leader, you can become one. Let’s see why leadership and the transfer of this skill go hand in hand.
Over thirty years ago, sociolinguist Howard Giles identified a set of behaviours and social markers that we use to express ourselves and on which we assess others. These social markers are divided into two categories – power and sympathy – and are associated with confidence, competence, charisma, influence, friendliness, accessibility, affability, but also arrogance, aggressiveness, intimidation, shyness, lack of confidence and submission. The expression of these markers is both verbal and non-verbal. Often, people with strong power markers perceive likeable people as weak, and conversely, the latter perceive the former as arrogant and malicious.