Demonstrating Patience
Why This Matters
Patience is not a passive trait but a cornerstone of effective leadership.
In the fast-paced world of leadership, patience may seem like a virtue relegated to the sidelines. However, research suggests that patience is not a passive trait but a cornerstone of effective leadership.
One of the primary benefits of patience in leadership lies in its ability to cultivate trust among team members. Leaders who demonstrate patience are perceived as more trustworthy by their direct reports. When leaders exhibit patience in listening to concerns, considering diverse viewpoints, and allowing time for deliberation, they foster an environment of psychological safety where team members feel valued and respected.
Patience enables leaders to navigate complex challenges with a steady hand. Individuals who possess patience may have higher levels of self-control and are better equipped to resist impulsive decision-making. In the context of leadership, this translates to the ability to weigh options thoughtfully, anticipate consequences, and potentially make more durable decisions.
Patience is instrumental in fostering innovation and creativity within teams. A study published in the Academy of Management Journal found that leaders who exhibit patience are more likely to encourage experimentation and risk-taking among their directs. By providing a supportive environment where failure is viewed as an opportunity for learning and growth, patient leaders inspire their teams to push boundaries and explore new possibilities.
Patience is crucial for effective communication and conflict resolution. Patience can enhance interpersonal relationships by promoting active listening and empathy. Leaders who approach disagreements with patience and understanding are better equipped to resolve conflicts amicably, thereby minimizing disruptions and maintaining team cohesion.
𝗥𝗲𝗳𝗲𝗿𝗲𝗻𝗰𝗲𝘀
▶ Comer, Debra & Sekerka, Leslie. (2014). Taking time for patience in organizations. The Journal of Management Development. 33. 10.1108/JMD-11-2013-0132.
▶ Stasser, G., & Stewart, D. D. (1992). Discovery of hidden profiles by decision-making groups: Solving a problem versus making a judgment. Journal of Personality and Social Psychology, 63(3), 426–434.
▶ George, J. M. (2007). Creativity in organizations. Academy of Management Journal, 50(2), 412–413.
▶ McClelland, D. C. (1987). Characteristics of successful entrepreneurs. Journal of Creative Behavior, 21(3), 219–233.