Credibility, the ability to instill Trust among one’s followers, is a key requirement of leadership. A recent MIT Sloan Management Review article reports on the results of a series of field studies that identify and measure key behavioral elements that either support, or damage, leadership credibility.
It is little surprise to us at Starling how many characteristics of credibility appear to be dependent upon relational dynamics. While certain factors, like competence and eschewing ego-driven activity are certainly necessary, many of the signals to which employees react have more to do with how leaders communicate, and with whom.
At Starling, we understand behavior to be a social construct and that outcomes like Leadership Credibility are best tested for by analyzing the interactions and behaviors among employees.
Read the article: Why People Believe In Their Leaders – Or Not