The starting place for developing an authentic leadership style is to make an extension of your best personality traits.
For example, if someone is a hard worker that likes to get in the trenches, this can be a key differentiator in how they run a particular organization. Likewise, abilities such as thinking big or being able to articulate a clear vision can also translate well in growing a successful team. Developing a leadership style this way is authentic and genuine, and it provides a helpful starting place for leading others.
However, good leaders know that they are not perfect, and that their own idiosyncrasies and insecurities also tend to shine through without them even recognizing it. In fact, often these shortcomings can even be amplified in unexpected ways within an organization, resulting in massive challenges and inefficiencies.
11 Ineffective Leadership Styles
A good leader knows that they must work hard to fix their own shortcomings, otherwise their team will never reach their full potential.
Today’s infographic comes to us from Colonial Life, and it shows 11 ineffective leadership styles that can have negative impacts on an organization’s productivity or culture.
Shortcomings aren’t always obvious, and it can take some serious self-reflection to see the weaknesses in one’s leadership style.
Styles to Recognize and Avoid
Here’s a summation of the 11 types of leadership styles to avoid:
1. Micro Managing
Helping employees is one thing, but it’s also important to know when to take a step back. Over-management leads to an unempowered team.
2. Anything Goes
The opposite of micro management is also problematic as well. By letting everything fly, there is no order and it can lead to missing deadlines or low expectations.
In many situations, having just one person making the decisions can lead to employees carrying out projects that they disagree with or do not think will work.
4. The Charge-Ahead General
Charging ahead on every new project usually comes with a key weakness: a lack of patience. If managers continually get impatient with employees, it affect trust and respect within the organization.
5. Complete Self-Reliance
If a manager can’t trust others, then the work will pile up for that manager until it becomes unbearable. Meanwhile, employees have a tough time becoming independent in their roles.
If decisions cannot be questioned, it leads to employees feeling like they are incapable or that they have no input.
7. Excessive Consistency
A manager with this leadership style has inflexible boundaries, and tends to be over-strict with employees. This can create resentment and lower motivation.
8. Mushroom Management
Severe lack of communications between management and employees leads to misunderstandings, confusion, and limited responsibility.
9. The Morale Buster
Criticism is important, but too much of it can hurt employee morale.
10. The Screamer
Too much expression of authority, or expressing it in unprofessional ways, can lead to a lack of respect between employees and management. There are other ways to articulate authority and constructive criticisms.
11. Seagull Management
Managers only interact with employees when there is a problem – this means employees never get praise or encouragement when it is needed.
Mapped: The Top Female Founder in Each Country
Who are the leading female founders worldwide? From Brazil to Singapore, we show the global landscape of companies with women at the helm.
Mapped: The Top Female Founder in Each Country
View the high resolution of this infographic by clicking here.
Companies with at least one female founder generate 78 cents of revenue for every dollar of venture funding, while male-led startups generate roughly 31 cents.
Yet, startups with only female founders receive just 3% of total invested dollars globally.
The above infographic from Business Financing explores the global landscape of female-led startups. It shows the top female founders according to the highest amount of capital raised, in each country profiled.
Global Rankings: The Top 10 Female Founders
Which female founders have received the most funding worldwide?
Based on data from Crunchbase, individuals were selected across 102 countries if they were a founder or co-founder of an active company as of May 21, 2020. Companies were selected depending on their status in seed, early stage venture, or late stage venture funding.
With $22 billion in funding, Lucy Peng, co-founder of Ant Group and Alibaba tops the list. Peng taught economics for five years before co-founding Alibaba with 18 others in 1999. Today, she is worth over $1 billion.
Peng’s 2.1% stake in Ant Group is estimated to be worth roughly $4.8 billion. Ant Group filed for an IPO worth an estimated $225 billion valuation in August 2020.
|Rebekah Neumann||$19.5B||The We Company||Real Estate||U.S.|
|Tan Hooi Ling||$9.9B||Grab||Transportation||Singapore|
|Kate Keenan||$1.4B||Judo Bank||FinTech||Australia|
|Victoria van Lennep||$1.2B||Lendable||FinTech||United Kingdom|
|Frances Kang||$581M||WeLab||FinTech||Hong Kong|
|Sophie Kim||$282M||Market Kurly||Agro & Food||South Korea|
|Ilise Lombardo||$278M||Arvelle Therapeutics||Biotech & Health||Switzerland|
Following Peng is Rebekah Neumann, who has raised $19.5 billion with The We Company. Neumann studied business with a minor in Buddhism at Cornell, and later co-founded the gig-focused firm in 2010 with her husband Adam Neumann and Miguel McKelvey. Following the notoriously disastrous IPO of WeWork, she and her husband have since left the company.
Coming in third is Tan Hooi Ling who founded Grab in Singapore. The ride-hailing app is a major competitor of Uber in Asian markets.
Cristina Junqueira, who co-founded digital banking firm NuBank, also makes it into the top 10 list. Currently, NuBank operates as the largest fintech firm in South America, with over 20 million users. Meanwhile, Lithuania’s first tech unicorn, Vinted was co-founded by Milda Mitkute and serves as the largest secondhand clothing platform worldwide.
Unicorns Bucking the Trend
While funding for female-led startups has been disproportionately low over the years, the number of unicorns—private companies valued in excess of $1 billion—headed by women has grown over fivefold.
Since 2013, women-led unicorns have jumped from just four to 21 in 2019. While these numbers are still objectively quite small, they continue to climb.
Among the newly minted unicorns in 2019 was Airwallex, a company that allows businesses to track cross-border revenues. In April, the startup raised $160 million, valuing it at $1.8 billion.
Along with Airwallex, Scale, Glossier and The RealReal are also found on the list.
New Waves of Venture Capital
In 2019, 2,300 venture deal rounds included startups with at least one female founder. Of these, a number of startups raised over $100 million in funding in 2019 on a worldwide level.
|Guild Education||$157 million||U.S.|
|Luckin Coffee||$150 million||China|
|Northern Arc||$130 million||India|
|Kuaikan Manhua||$125 million||China|
|SpringWorks Therapeutics||$125 million||U.S.|
|Rent the Runway||$125 million||U.S.|
|Genera Energy||$118 million||U.S.|
|Kronos Bio||$105 million||U.S.|
Interestingly, funding data shows that women VCs are three times more likely than men to invest in women. This, coupled with the growing number of female partners at venture capital firms, is bringing a new perspective to tech financing.
At the same time, it’s opening up new markets. For instance, the $57 billion child care industry is largely overlooked by the VC world. San Francisco-based Winnie raised $9 million in funding in 2019, capitalizing on a marketplace specifically for parents.
Consumer products and markets focusing on solutions for women present areas of significant growth, particularly on a global level.
What’s Next For Female Founders?
While just a fraction of all venture funding is allocated to women-led companies, trends illustrate clear resilience.
Female-founded firms continually outperform—and shareholder returns are only getting better every year. As both startup and venture capital ecosystems continue to evolve, the future of women-led entrepreneurship is as bright as ever.
The New Rules of Leadership: 5 Forces Shaping Expectations of CEOs
This infographic delves into five major forces reshaping our world and the new rules of leadership that CEOs should follow as a result.
It’s common knowledge that CEOs assume a long list of roles and responsibilities.
But in today’s world, more and more people rely on them to go beyond their day-to-day responsibilities and advocate for broader social change. In fact, a number of external forces are changing how leaders are now expected to behave.
How can leaders juggle these evolving expectations while successfully leading their companies into the future?
The New Rules of Leadership
This infographic from bestselling author Vince Molinaro explores five drivers reshaping our world that leaders must pay attention to in order to bring about real change.
How is the World Being Reshaped?
Leaders need to constantly stay one step ahead of the transformative forces that impact businesses on a broader scale.
Below we outline five key drivers that are changing what it means to be a leader in today’s world:
1. Transformative Technologies
Over the last number of decades, several technologies have emerged that could either accelerate the disruption of companies, or provide them with new opportunities for growth. According to KPMG, 72% of CEOs believe the next three years will be more critical for their industry than the previous 50 years.
For example, artificial intelligence (AI), can now provide companies with insights into what motivates their employees and how they can help them succeed. IBM’s AI predictive attrition program can even predict when employees are about to quit—saving them roughly $300 million in retention costs.
Leaders must accept that the future will be mediated by technology, and how they respond could determine whether or not their organization survives entirely.
2. Geopolitical Instability
Geopolitical risks—such as trade disputes or civil unrest—can have a catastrophic impact on a business’s bottom line, no matter its industry. Although 52% of CEOs believe the geopolitical landscape is having a significant impact on their companies, only a small portion say they have taken active steps to address these risks.
By being more sensitive to the world around them, leaders can anticipate and potentially mitigate these risks. Extensive research into geopolitical trends and leveraging the appropriate experts could support a geopolitical risk strategy, and alleviate some of the potential repercussions.
3. Revolutionizing the Working Environment
As the future of work looms, leaders are being presented with the opportunity to reimagine the inner workings of their company. But right now, they are fighting against a wide spectrum of predictions around what they should expect, with estimations surrounding the automation risk of jobs ranging from 5% to 61% as a prime example.
While physical, repetitive, or basic cognitive tasks carry a higher risk of automation, the critical work that remains will require human interaction, creativity, and judgment.
Leaders should avoid getting caught up in the hype regarding the future of work, and simply focus on helping their employees navigate the next decade.
By creating an inspiring work environment and investing in retraining and reskilling, leaders can nurture employee well-being and create a sense of connectedness and resilience in the workplace.
4. Delivering Diversity
Diversity and inclusion can serve as a path to engaging employees, and leaders are being asked to step up and deliver like never before. A staggering 77% of people feel that CEOs are responsible for leading change on important social issues like racial inequality.
But while delivering diversity, equity, and inclusion seems to be growing in importance, many companies are struggling to understand the weight of this issue.
An example of this is Noah’s Ark Paradox, which describes the belief that hiring “two of every kind” creates a diverse work environment. In reality, this creates a false sense of inclusion because the voices of these people may never actually be heard.
Modern day leaders must create a place of belonging where everyone—regardless of gender, race, sexual orientation, ability, or age—is listened to.
5. Repurposing Corporations
The drivers listed above ladder up to the fact that society is looking to businesses to help solve important issues, and leaders are the ones being held accountable.
With 84% of people expecting CEOs to inform conversations and policy debates on one or more pressing issues, from job automation to the impact of globalization, CEOs have the potential to transform their organization by galvanizing employees on the topics that matter to them.
For a long time, the purpose of corporations was purely to create value for shareholders. Now, leaders are obligated to follow a set of five commitments:
- Deliver value to customers
- Invest in employees
- Deal fairly and ethically with suppliers
- Support communities
- Generate long-term value for shareholders
Ultimately, these five commitments build currency for trust, which is critical for sustained growth and building a productive and satisfied workforce.
Lead the Future
If leaders understand the context they operate in, they can identify opportunities that could fuel their organization’s growth, or alternatively, help them pivot in the face of impending threats.
But organizations must invest in the development of their leaders so that they can see the bigger picture—and many are failing to do so.
By recognizing the new rules of leadership, CEOs and managers can successfully lead their organizations, and the world, into a new and uncertain future.
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