Good, or liked? Chris Lake – Head of professional development
Is it better to be good at what you do? Or better to be liked for who you are? As a leader, or maybe in any field, which is the nobler aim? Of course, the answer is both. But it’s not always that simple. When you have to sacrifice one in service of the other, which way do you fall?
This is an age-old dichotomy: the balance between competence and congeniality. Indeed, one of the very first leadership models I came across – the support-challenge matrix – spoke to these polarities, at least in behavioural terms. The matrix (see here) describes the climate created by leaders when their behaviours err towards poles of challenge or support.
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