The magazine for alumni and friends of the UB School of Management
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LeaderCORE��� What���s at the CORE of every great leader? MOTIVATION ��� Self-Management and Adaptability ��� Results Orientation ��� Integrity That���s the question that drove Jerry Newman, SUNY Distinguished Teaching Professor and chair of the school���s Organization and Human Resources Department, to work with School of Management colleagues and corporate leaders to identify the core competencies considered vital for effective performance and successful leadership in today���s workplace. And that���s what led to the development of a unique, comprehensive leadership certification program known as LeaderCORE, launched in fall 2010. PEOPLE ��� Interpersonal Relationships ��� Communication ��� Teamwork and Collaboration ��� Team Leadership THINKING ��� Problem Solving/Decision Making ��� Global and Diversity Mindset ��� Strategic Thinking LeaderCORE spans the entire two years of the full-time MBA program and helps ensure that graduates are ���management ready��� and can create value for their organizations. With the help of Nick Everest and Muriel Anderson, LeaderCORE���s faculty co-directors, participants undergo a rigorous assessment process to identify the competencies they wish to strengthen, and this forms the basis of a customized personal development plan. Opportunities to explore and build on these leadership competencies are integrated throughout LeaderCORE through coursework and co-curricular activities like the Corporate Champions program, internships, case competitions and leadership initiatives. In their final semester, students are assessed, and those who are successful receive LeaderCORE certification. Newman Anderson Everest The first class of LeaderCORE graduates was certified in spring 2012 and is now taking the business world by storm. To learn more about LeaderCORE, visit mgt.buffalo.edu/leadercore. humility as legitimate and valuable approaches to leading, even in cutthroat corporate environments,��� Owens says. He notes, however, that the humble leadership approach is not effective across all types of organizations. His study focused on six different types of organizations (military, industrial, financial, religious, retail and health care), and he found that in situations of extreme threat or time pressure, such as military combat, taking a humble approach appears to be less effective. Owens��� findings struck a chord. His research was cited in Forbes, The Atlantic and Men���s Health magazine, in addition to dozens of psychology, business and human interest websites. Political Skill Leaders who understand informal relationships, their environment and the motivation of others within that environment are said to have ���political skill.��� Although the word ���political��� can sometimes have a negative connotation, in this instance it refers to a leader���s ability to build strong, positive relationships with followers because the leader understands what the followers need. Political skill is vital for today���s leaders, according to Robyn Brouer. ���People need different things from their leaders,��� she says. ���Some need a hands-on approach, while others prefer hands-off. Political skill helps leaders figure out what their subordinates need. Building strong, positive leader/follower relationships leads to better outcomes for everyone.��� Brouer suggests that individuals seeking to rise in leadership should learn how to manage their relationships both upward and downward in their organization. ���A 1995 study showed that a major reason managers derail is because they are not aware of themselves and of their followers��� needs,��� Brouer says. ���That type of approach just isn���t feasible anymore.��� Spring 2013 Buffalo Business 11