Breaking Habits to Foster Engaged Leadership

Wiley C. Davi () and Duncan H. Spelman
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Wiley C. Davi: Bentley University
Duncan H. Spelman: Bentley University

Chapter 15 in Engaged Leadership, 2018, pp 251-264 from Springer

Abstract: Abstract This chapter explores some important issues related to the impact of habits on leadership effectiveness. It argues that engaged leaders should consciously adopt a learning stance in order to gain access to information about how their habits are resulting in desirable or undesirable consequences. We consider the challenges to taking on such a learning stance and provide guidance for meeting those challenges. We use Duhigg’s habit loop (2012) as a model to explain how habits operate in the brain. We describe three counterproductive leadership habits – being too decisive, suppressing emotions, and treating everyone the same. Finally, we suggest three engaged leadership habits – pause, slow down, and step back; learn from your emotions; and pay attention to people’s social identities – as replacements for those counterproductive habits.

Keywords: Leadership Effectiveness; Habits; Change; Learning Stance; Habit Loop (search for similar items in EconPapers)
Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-319-72221-4_15

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DOI: 10.1007/978-3-319-72221-4_15

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