e-book Exactly what kind of boss are you?

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Surely, you can find at least one nice, sincere thing to say — even if you don't really like the guy. It's not sucking up, it's called "career advancement. Yes, we all know you work hard and deserve a raise.

Go in there with a list of accomplishments — not a list of entitlements. Offer solutions — not just problems. Instead of dropping an open-ended problem, briefly tell him what the problem is and then offer up a couple of solutions.

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Of course, be prepared that he may choose e none of the above, and provide a different solution. Do your homework! Then, prepare a list of key bullet points before you talk to the boss and do a practice run — either alone in your office or before a spouse or friend outside the office. Have a clear objective. Defer to your boss. Lim said one of the best pieces of advice he ever got from a mentor was to defer to your boss.

Toot your own horn. Knock it off!

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Remember, you are thinking about one employee — you — and your boss has a whole lot of employees to think about. Ask your boss for honest feedback. A lot of people will take that as a cue to complain about the boss, or write it off as him not understanding or appreciating you. It probably strained your relationship.

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A better bet, Carroll said, is to ask your boss for honest feedback. Being too close with the boss could not only strain relations with your peers, but stir rumors of favoritism.

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So that not only creates problems for you, but problems for your boss — which is what this whole list is aimed at avoiding. No way! A modest gift is a sign of your appreciation and, like anyone else, bosses like to be appreciated. One way to keep it from getting weird is to go in with several co-workers on a gift for the boss.


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21 Types of Bosses

Sign up for free newsletters and get more CNBC delivered to your inbox. Being a lover of jelly beans who isn't , you take one. What colour did you choose? Click here to find out what that says about your personality and leadership style. Read on for a more scientific way of determining what kind of boss you are.

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Feel free to munch on some jelly beans as you digest this article, but pay attention, because understanding your leadership tendencies can have a huge impact on your organisation and the people who work there. Like jelly beans, we have our own natural personality flavour. It's the unique profile that shows up in tests like Myers-Briggs and the Enneagram, and it directly influences the way that we lead others. However, in his groundbreaking Harvard Business Review paper, Leadership That Gets Results , science journalist and emotional intelligence pioneer, Daniel Goleman, concludes that most managers and business leaders are mistaken in the belief that personality dictates leadership style.

In fact, he says, leadership style is a strategic choice, that requires leaders to select the most effective style to match any particular situation. All bosses have a personal bias towards one style or another, but the most successful leaders don't just know one way of leading, they know several, and consciously and intelligently employ the most appropriate style at any given time.


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Bosses often miss how important this is. The organisational climate of a business can account for a third of financial performance, and that climate is directly determined by leadership. The coercive style Very effective in crises or a turnaround situation, the coercive style is autocratic and demonstrative - "Do what I say. However, in general business operations this style closes down innovation and organisational flexibility, and often has a negative effect on morale.

The authoritative style The authoritative leader has high standards and sets clear objectives, but offers employees freedom and autonomy in how they achieve those results. The affiliative style A great morale-builder, the affiliative leader believes "People come first. The democratic style The democratic leader invites workers into the decision-making process, thereby increasing accountability and fostering creativity.

But, this style can also leave employees feeling leaderless and undirected. Companies led in this way are commonly afflicted with endless and unproductive meetings. Focuses on the professional growth of employees. Mentoring bosses invest in their staff, who appreciate the growth. None of those characteristics is better or worse than another, and all have downsides as well as upsides. Coercive bosses can create a climate of fear that increases staff turnover.

Authoritative bosses look for payoffs that might never materialize. Affiliative bosses can lose their staff's respect. Democratic bosses lead endless meetings. Pacesetting bosses leave their staff no room to grow. And coaching bosses have to accept lower-quality work while they train their staff up to a higher level.

Nor do managers ever display just one of those characteristics; they all have each of them to different degrees, but they might not have them to the extent that they think they do. During his test, Fabian gave himself 55 out of for coerciveness and 79 out of for authoritativeness.