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Leaderships “with heart” are more valued by Chilean workers

Leaderships "with heart" are more valued by Chilean workers

The “heart” and not just the “head” plays a key role in the relationship of workers in the country with their respective bosses. A perception that seemed to be evident in the context of the pandemic, but that could be corroborated by the study carried out by the Boston Consulting Group (BCG) in the United States, Brazil, Great Britain, Spain, France, Germany, China, India and Chile. .

“Why does the world need generative leaders?” was the title chosen to investigate the preferences of more than nine thousand people in different nations, to which were added interviews with 40 business leaders.

In the case of Chile, where the measurement included more than a thousand workers, the “heart” obtained 26% of the predilections, while 20% chose the “head”.

The first dimension refers to characteristics that inspire and enrich the human experience as the main quality of leadership, and that translate into personal development and coaching, recognition and celebration; while the second points to the skills to rethink and reinvent the business, which account for interest and self-reflection.

19% of those consulted leaned towards the characteristics of the “hands”, which is related to execution and innovation.

“Teams expect leaders to maintain a balance between ‘head’, ‘heart’ and ‘hands’, and to pay more attention to ‘heart’, a dimension related to empathy”, says the managing director and partner of BCG in Chile, Cristian Carafi.

Where are the leaders who inspire? The family and friends category led with 38% of responses; followed by history and business, both with 34% of the preferences.

Do I want to be boss?

Another of the conclusions reached by the study is that only 26% of those surveyed indicated that they were willing to assume more responsibilities in the near future; and 15% of non-managers said they aspire to become managers or join a board.

This shows, Carafí deepened, that the position of leadership is no longer a priority aspiration and that the case of Chile is aligned with what happens in the rest of the countries, since on average 30% of those surveyed are willing to assume More responsibilities.

“This reflects that people may want to develop their leadership skills in other areas of life or, well, they may not have the will or the skills to develop this role,” explains the executive.

However, Carafí points out that 92% of Chileans believe that leadership is partly innate and can be developed. A figure that is “hopeful”, since it opposes and is higher than the 66% indicated by the total of the countries analyzed to the same response.

The effects of the pandemic

The arrival of Covid-19 meant changes and adaptations in labor matters and, in particular, in leadership.

Given this, the survey addressed the degree of satisfaction on the part of the workers regarding the performance of the leaders during the first wave of Covid-19, an assessment in which Chile registered 69%.

From a critical perspective, they pointed out that the quality that was most lacking during the crisis was self-reflection (27%), followed by care (24%) and the inclusion of stakeholders (23%).

But, at the same time, the qualities that leaders demonstrated the most during the pandemic were care (28%), resilience (28%), inclusion of stakeholders (28%), as well as recognition (27%) and the “make super team” (25%).

The latter again highlights the emphasis on heart-related features as top priorities.

Carafí mentions that, although leadership from the heart has always been relevant when profiling a good leader, the health crisis has underlined its relevance given the greater uncertainty about the future, more personal challenges due to the health situation of loved ones. and, at the same time, the less connection between people due to remote work and quarantines.

“This situation has made it even more necessary to reinforce the attributes of the heart to convey empathy and support the teams in these difficult times,” says the BCG executive.

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