Tassos Katsaris

Certificate of Excellence in Reviewing
Asian Journal of Language, Literature and Culture Studies
September 18, 2024

Awarded in recognition of an outstanding contribution to the quality of the Asian Journal of Language, Literature and Culture Studies.

Postgraduate Diploma in Organizational Psychology awarded with Commendation
Northumbria University
June 01, 2024

Please visit my LinkedIn profile for a full list of my academic awards, courses, professional certifications and memberships.

Masters of Science in Psychology with Merit
University of Derby
September 01, 2020

Please visit my LinkedIn profile for a full list of my academic awards, courses, professional certifications and memberships.

The Willingness to Communicate (WTC): Origins, significance, and propositions for the L2/FL classroom
Journal of Applied Languages & Linguistics, Applied Language Studies House Publications
December 24, 2019

My work was cited in the following paper (please see more details in my Google Scholar profile):

ANALYSIS OF FACTORS AFFECTING STUDENTS'WILLINGNESS TO COMMUNICATE DURING COVID-19 PANDEMIC IN ONLINE LEARNING

The Wellbeing Economy: A Roadmap for Modern Companies and HR Departments
Tassos Katsaris
October 03, 2024

Positive Psychology Coaching: A Path to Enhanced Well-being and Success
Linkedln
February 23, 2024

The pursuit of success often leads to a neglect of personal well-being. Positive Psychology Coaching emerges as a beacon of hope, offering a more balanced approach to achieving professional and personal fulfillment.

Focus on Employee Strengths for Enhanced Performance and Job Satisfaction
Linkedln
February 18, 2024

The quest for sustainable organizational success is gradually leading the more sophisticated HR departments to move towards more innovative, evidence-based management practices. Among these, leveraging employee strengths has emerged as a central strategic priority underscored by a growing body of research in organizational behavior and positive organizational psychology. A recently published research study (Moore, Bakker, van Mierlo & van Woerkom, 2023) examined daily strengths use and its impact on work performance and employee satisfaction.

Beyond One-Size-Fits-All: Employee Feedback Orientation
Linkedln
January 28, 2024

In the multifaceted world of leadership, the ability to provide effective feedback is an important skill, essential for fostering employee growth and driving organizational success. Traditional views on feedback often revolve around improving communication techniques and ensuring the clarity and constructiveness of the message.

Employee Silence: Should only the Squeaky Wheels get the Grease?
Linkedln
August 23, 2023

Silence is not merely a lack of speech, as not speaking can occur for many reasons, including having nothing meaningful to convey. Employee Silence can be defined as an employee's choice not to speak up when there is a suggestion, concern, information about a problem, or a divergent point of view that could be useful or relevant to share (Morrison, 2014).

The Psychological Profile of an Abusive Leader & What to Do If You Have One.
Linkedln
August 23, 2023

Abusive leaders often exhibit a unique psychological profile that distinguishes them from their more benevolent counterparts. Research indicates that these individuals tend to possess narcissistic traits, seeking constant admiration and a sense of entitlement. They display low empathy, manipulating and exploiting others to achieve their own goals. Additionally, traits such as impulsivity, a need for control, and a lack of emotional regulation are often characteristic of these leaders.

Embracing Authority Figures: Unraveling Generational Perspectives in Organizational Life
Linkedln
July 24, 2023

In the dynamic realm of organizational life, the concept of identifying with figures of authority holds profound significance, impacting how individuals interact, learn, and contribute within the workplace. In this article, we explore the reasons behind the human inclination to identify with authority and whether generational differences play a role in this phenomenon.

The General Phases of Change & How Extraordinary Leaders Respond
Linkedln
July 12, 2023

Now we know that change is not rare. It is an intrinsic and fixed part of our lives, whether planned or unplanned. From technological advances to rapid changes in consumer behaviour, businesses face the challenge of adaptation. This adaptation may be a response to unforeseen events or the outcome of proactive thinking.

Matching Work Styles and National Cultures: A Guide for Leaders of Multicultural Teams.
Linkedln
May 07, 2023

Understanding cultural differences is essential for successful communication and collaboration in a globalized world. Richard D. Lewis, a British linguist and cross-cultural communication expert, identified three main types of (national) cultures: linear-active, multi-active, and reactive.

Developing a Coaching Mindset: Supporting Your Team's Growth as a New Manager
Linkedln
April 30, 2023

Coaching can have a significant impact on employee engagement and job satisfaction. According to the International Coach Federation - ICF, employees who receive coaching are more engaged and have higher job satisfaction than those who don't. Coaching can also improve problem-solving and decision-making skills, as well as increase innovation and creativity in the workplace.

The Power of Inner Conviction: How Self-Reflection Fuels Leadership Growth
Linkedln
September 10, 2024

When I first began training leaders on effective people management and leadership skills, I noticed something curious. Despite teaching proven techniques, strategies, and frameworks, many struggled to translate what they learned in our training sessions to real-life situations. Why? These leaders weren’t failing because they lacked knowledge.

Η Οργανωσιακή Κουλτούρα με Απλά Λόγια & Ένα Παράδειγμα
Linkedln
August 13, 2024

Οι επιχειρήσεις είναι ανοικτά συστήματα δημιουργίας προϊόντων και υπηρεσιών, και βεβαίως χρηματοοικονομικών αποτελεσμάτων με την μορφή κερδών/ζημιών και χρήματος, όταν το επιτρέπουν οι εμπορικοί όροι. Όμως, υπάρχουν πολλοί διαφορετικοί τρόποι για να επιτευχθεί το ίδιο αποτέλεσμα.

Σχεδιασμός Αναπτυξιακών Παρεμβάσεων: Πως θα Αναγνωρίσετε τις Πραγματικές Ανάγκες των Ανθρώπων σας
Linkedln
July 25, 2024

Η αποτελεσματική Ηγεσία / Διοίκηση ανθρώπων σε επιχειρήσεις και οργανισμούς είναι πολύπλοκη διαδικασία που απαιτεί γνώσεις, εμπειρία και αφοσίωση. Πολλοί προτείνουν η διαχείριση των ανθρώπων να γίνεται στην βάση κάποιων προσωπικών χαρακτηριστικών τους, όπως στοιχεία της προσωπικότητας τους, ή κάποιο άλλο μοντέλο μέσω του οποίου μπορούμε να αναγνωρίζουμε τις ανάγκες τους ώστε να προσαρμόζουμε την συμπεριφορά μας σε αυτές, ως HR, ηγέτες κλπ.

Mastering Cross-Cultural Adaptation: The Key to Effective Leadership in Virtual Multicultural Teams.
Linkedln
May 07, 2024

As globalisation continues to transform the business landscape, leaders and managers face a growing challenge: effectively leading and managing virtual multicultural teams. With team members scattered across different locations, time zones, and cultures, traditional leadership and management strategies may not be enough. To succeed in this complex and dynamic environment, leaders and managers need to develop cross-cultural awareness and adapt their leadership style and communication approach to accommodate cultural differences.

Navigating Power Imbalance in Sales Negotiations
Linkedln
January 21, 2024

Power imbalance in sales negotiations arises when one party possesses more leverage, resources, or information than the other. This could stem from various factors: market dominance, brand reputation, financial strength, or exclusive ownership of a desirable product or service. Imagine a small supplier negotiating with a multinational corporation; the disparity in scale and bargaining power is palpable. Yet, it's not just about size; a startup with a unique, in-demand technology might hold significant power over larger, established companies.

Staying Focused: Craft Your Deep Work Plan with Our Step-by-Step Guide
Linkedln
October 21, 2023

The modern age is full with distractions – a constant barrage of notifications, emails, and demands that pull our attention in multiple directions. In this context, the ability to focus deeply on a task, pushing all other distractions aside, is a valuable and rare commodity. So, let's enter the world of "Deep Work".

Leadership Challenges in Multicultural Virtual Teams (MVTs)
Linkedln
April 20, 2023

The findings may be of practical use for hashtag#leaders and hashtag#recruiters. Leaders can use the table as a helpful guide to appropriate behaviours for responding to specific hashtag#managementchallenges and circumstances. Recruiters can use the table as a valuable tool in selecting appropriate leaders for MVTs.

Vice-Chairman at AIAKOS EDUCATIONAL NETWORK
AIAKOS EDUCATIONAL NETWORK
January 01, 2019

Meaning-Focused Output and Meaning-Focused Input Instruction and Willingness to Communicate: Effects and Perceptions.
Journal of Applied Languages & Linguistics, Applied Language Studies House Publications
September 02, 2024

Please find more details on my citations in my Google Scholar profile.

WILLINGNESS TO SPEAK: WHAT FACTORS INFLUENCE EFL LEARNERS?
English Review: Journal of English Education
September 02, 2024

Please find more details on my citations in my Google Scholar profile.

Relationships Between Emotional Intelligence, Willingness to Communicate, and Classroom Participation: Results From Secondary Education in Spain
Edited Volume: Exploring Contemporary English Language Education Practices, IGI GLOBAL
September 02, 2024

Please find more details on my citations in my Google Scholar profile.

Exploring the Relevant Factors of Willingness to Communicate (WTC) in Language Learning—A Systematic and Bibliometric Approach
Forum for Linguistic Studies, Bilingual Publishing Group
September 02, 2024

Please find more details on my citations in my Google Scholar profile.

A Study of Willingness to Communicate in Physical and Virtual EFL Classroom Using Narrative Frames
Croatian Digital Theses Repository
September 02, 2024

Please find more details on my citations in my Google Scholar profile.

Promoting Technological Nursing Institute Students' EFL Oral Communication Skill and Willingness to Communicate through A Nearpod-Based Program
International Journal of Curriculum & Technological Education
September 02, 2024

Please find more details on my citations in my Google Scholar profile.

Intercultural Sensitivity and Adult Learners’ Willingness to Communicate in English as a Foreign Language
Anglica Wratislaviensia
September 02, 2024

Please find more details on my citations in my Google Scholar profile.

The relationship of Ideal L2-self and anxiety with L2Willingness to communicate inside the classroom of Thai Junior High School English program students.
Prompakdee, P., Assumption University.
September 02, 2024

Adult Students’ Willingness to Communicate in the ESL/EFL Language Classroom: A Literature Review
Moreno, L. N., Master's thesis, University of Arkansas
September 02, 2024

Willingness to Communicate-i en tysk pædagogisk kontekst.
Peeraya Prompakdee Graduate School of Human Sciences, Assumption University, Bangkok, Thailand
September 02, 2024

EFL pronunciation problems in The Algerian Context
Keddouci, O. (2021). Ahmed DRAIA University-Adrar).
September 02, 2024

Founding Member & Vice-Chairman at AIAKOS EDUCATIONAL NETWORK
AIAKOS EDUCATIONAL NETWORK
January 01, 2019

Please visit my LinkedIn profile for a full list of my academic awards, courses, professional certifications and memberships.

Synchronous vs. Asynchronous: Students’ Communication Preferences in Online Learning Programs.
AIAKOS EDUCATIONAL NETWORK
February 01, 2024

The rapid growth of online education necessitates a better understanding of
student communication preferences within distance education contexts. The
current study investigates the dynamics between asynchronous written
communication (AWC) and synchronous multimodal communication (SMC) as
dimensions of willingness to communicate in online learning environments
(WTC-OLE). Our findings reveal a strong inclination towards AWC and hold
pedagogical implications, underscoring the need for educators to prioritize
asynchronous engagements, while recognizing the interplay with synchronous
modalities.

The Willingness to Communicate (WTC): Origins, significance, and propositions for the L2/FL classroom
Applied Language Studies House Publications 2019.
December 24, 2019

Based on the original conceptualisation of the Willingness to Communicate (WTC) as a personality trait by McCroskey and Baer (1985), researchers have found that individuals develop a personality orientation toward oral communication in their native language (L1). As a personality-related characteristic, WTC in L1 has been conceptualised as an individual’s general behavioural tendency across different situations. However, second/foreign language teachers may encounter a paradox: students with a general disposition toward L1 talking and/or students with high L2 oral competency, may be unwilling to seize communication opportunities when these arise. As research in the field of SLA/EFL teaching/learning has indicated that oral production may be a major facilitator toward language proficiency (Swain, 1985), the observed intraindividual differences between L1 and L2 communication behaviours led scholars to investigate WTC in language learning contexts. Researchers have found strong correlations between L2 WTC and L2 use indicating behavioural intention-type characteristics. Current literature describes L2 WTC as a dynamic and multidimensional construct formed by the interaction between personality and learning context factors that may facilitate or inhibit L2 communication. As oral communication is both a means and an end of modern language instruction, the current paper briefly presents the origins and significance of L2 WTC and concludes with some research-based propositions that may help students step into language use.

Accounting for individual differences in language and literacy disorder assessment: The sociocultural approach.
Applied Language Studies House Publications 2019.
July 24, 2019

Child development can be studied by considering the developmental milestones reflecting changes of the average child or through the assessment of individual differences among children (McCartney & Phillips, 2006). Although both perspectives offer valuable insights, the latter is of particular interest with applied problems like the suggestion of evidence-based education practices and the assessment of language and literacy disorders. The current essay, with reference to theoretical and empirical evidence, will discuss the utility of the sociocultural approach in language and literacy disorder assessment which accounts for individual differences. Empirical evidence suggests that although language development follows a typical path, there are substantial individual differences in the pattern and timing of language development among typically developing children. Furthermore, literature on disordered language indicates considerable individual differences in the rate and pattern of language skills development among atypically developing children facing the same disorder. Of special interest is the fact that different developmental areas can be interrelated in very different ways and degrees, and also that children use language in different ways under different contexts and interactional settings (DeLuca & Cleary, 2017; Dodd & Crosbie, 2011; Conti-Ramsden & Durkin, 2012). The sociocultural approach recognises the fact that language is the product of an interplay between biology and the social environment. As such, an informative assessment requires a multi-method approach in a multidimensional setting, utilizing appropriate tools and informants (caregivers/parents, teachers, professionals) that constitute the biological and socio-cultural setting for language development.

Vice-Chairman, Director of Training & Development Programmes & Instructor at AIAKOS EDUCATIONAL NETWORK
AIAKOS EDUCATIONAL NETWORK
June 01, 2024

Please visit my LinkedIn profile for a full list of my academic awards, courses, professional certifications and memberships.

Editorial Board Member for EDUCATIONAL HORIZONS JOURNAL
EDUCATIONAL HORIZONS JOURNAL
January 01, 2019

Influence & Effective Leadership: What Determines Your Influence and How to Increase It (with practical suggestions).
Thinkers360
September 16, 2024

Looking back at our professional past, many of us can recall individuals who, though not holding formal power or authority, significantly influenced the decisions and actions of others. Conversely, we may remember leaders who, despite their formal position, struggled to get their voices heard or implement their ideas. This contrast highlights a fundamental truth about leadership: effectiveness often comes not from formal authority, but from influence. The ability to inspire and guide others, even without formal power, is the essence of true leadership.

What is Influence?

Think of someone who has significant influence in your workplace. What makes them so impactful? Is it their expertise, their charisma, or some innate personality trait? Influence does not always stem from formal authority or the possession of power. Instead, it often comes from a combination of factors, including knowledge, experience, relationships, and how individuals present themselves to others.

It is important to recognize that influence and power are closely related but distinct concepts. Power is often seen as the ability to control or dictate outcomes, while influence is the ability to shape others' perceptions, actions, and decisions without necessarily forcing them. Both power and influence can be used for positive or negative purposes, and when applied ethically, they become key elements of effective leadership.

Leaders who rely solely on positional power often face resistance and low morale among their teams. In contrast, leaders who build influence through relationships, knowledge, and integrity tend to foster environments where employees are motivated to perform at their best. When employees feel valued and respected, they are more likely to be engaged, leading to higher productivity and job satisfaction.

Factors Affecting Your Influence

Influence is multifaceted and can be derived from several sources, including:

• Knowledge and Expertise: Leaders who are experts in their field often gain influence through their ability to provide sound advice and make informed decisions. People naturally gravitate towards those who have a deep understanding of key issues and can offer practical solutions.
• Charisma: Charisma is a powerful but intangible source of influence. Charismatic individuals have a magnetic presence and can inspire trust and admiration. This type of influence often comes from personal traits such as confidence, enthusiasm, and strong communication skills.
• Position and Authority: Although formal authority provides a certain level of influence, it is not always the most effective form. Leaders who rely solely on their title or position often struggle to gain genuine support from their teams.
• Control over Resources: Leaders who have control over desirable resources, such as pay, promotions, or access to important information, often gain influence. However, this type of influence can be limited if it is not coupled with trust and respect.
• Integrity and Consistency: Leaders who demonstrate integrity—by aligning their actions with their words—are seen as trustworthy and reliable. Consistency in behaviour builds a strong foundation for influence.
• Relationships and Networks: Influence is often a product of strong relationships. Leaders who take the time to build connections, both horizontally and vertically within an organization, can wield significant influence through their network.
• Cultural Alignment: Leaders who align themselves with the core values and culture of their organization tend to have greater influence. They are seen as champions of the organization’s mission and vision, making it easier for others to follow their lead.

How to Increase Your Influence

Regardless of your position within an organization, there are several strategies you can implement to increase your influence:

1. Prove Your Value: Demonstrating your commitment to the organization’s success is crucial. Go beyond your job description, take on extra responsibilities, and consistently deliver high-quality results. When people see that you add value, they will naturally seek your input.
2. Align with Organizational Culture: Understand the culture of your organization and integrate yourself into it. This doesn’t mean conforming to everything, but rather finding ways to enhance and contribute to the existing culture. Leaders who embody the values and mission of their organization are often more influential.
3. Be Visible: Influence requires visibility. Attend meetings, participate in discussions, and be active in your organization’s internal and external networks. Make sure that leaders and decision-makers are aware of your contributions.
4. Build Relationships: Influence is relational. Take the time to build genuine relationships with colleagues, both within your team and across departments. Strong relationships foster trust, which is a key element of influence.
5. Be Flexible and Open to Change: Leaders who are adaptable and open to new ideas tend to have greater influence. Show that you can think critically, adapt to different situations, and embrace innovation.
6. Communicate Effectively: The ability to clearly articulate your ideas and persuade others is a crucial component of influence. Tailor your communication style to your audience and make sure you listen actively to the needs and concerns of others.
7. Stay Relevant: Make sure that your work aligns with the strategic priorities of the organization. The more your efforts contribute to the organization’s success, the more influence you will have.

How to Use Your Influence Correctly

Gaining influence is one thing, but using it effectively is another. It’s essential to wield influence ethically and responsibly to avoid undermining trust or creating a toxic work environment. Leaders who use influence for personal gain at the expense of others often damage their credibility and relationships.

To use influence effectively, focus on creating shared goals and aligning your objectives with the needs and values of your team. This means explaining your vision clearly and showing how it benefits both the organization and the individuals involved. When people see that they have a stake in the outcome, they are more likely to support your ideas.

It’s also important to strike a balance between persuasion and collaboration. While it’s crucial to be persuasive, it’s equally important to involve others in the decision-making process. Influence is more sustainable when it’s based on mutual respect and shared goals.

Three Realistic Scenarios

Let’s now explore three scenarios involving individuals in different leadership situations. In each case, we will offer suggestions on how these individuals can increase their influence and become more effective leaders.

John, a New Supervisor in Retail

John has been the head of a retail store for about a year. Initially, he was enthusiastic about his promotion, but he now feels stuck. He is torn between the rigid demands of upper management and the needs of his team. His strict adherence to rules and procedures has alienated his team, resulting in low morale and productivity.

Suggestions:

1. Improve Communication: John needs to improve communication with his team by being more transparent, approachable, and open to feedback. Building trust and rapport with his team will help him gain their support.
2. Empower the Team: Instead of strictly enforcing rules, John could empower his team by involving them in decision-making and encouraging them to take ownership of their tasks.
3. Seek Flexibility: John should seek opportunities to propose improvements to the strict procedures that currently limit his flexibility. Demonstrating his ability to find solutions that benefit both his team and the organization will increase his influence with upper management.

Maria, a Corporate Communications Manager

Maria has been the head of corporate communications for two years but feels isolated and unable to influence strategic decisions. She is confined to her role as an expert, with little involvement in broader company projects.

Suggestions:

1. Expand Her Network: Maria should focus on building relationships with colleagues outside her immediate department. Participating in cross-functional projects will help her expand her influence within the organization.
2. Increase Visibility: Maria needs to increase her visibility by showcasing her work in company meetings, presentations, and internal communication platforms. Taking the initiative to present her department’s successes will help her gain recognition from senior leaders.
3. Show Initiative: Maria should proactively seek out opportunities to participate in strategic discussions. By aligning her work with the company’s broader goals, she can demonstrate her value beyond her immediate role.

Esther, the New CEO

Esther has recently become the CEO of her company but feels overwhelmed by day-to-day operational issues. Her vision for innovation and growth has been overshadowed by the demands of managing routine tasks, leading to a loss of influence and trust within the organization.

Suggestions:

Delegate Routine Tasks: Esther should delegate more of the operational tasks to her team so that she can focus on strategic initiatives. By empowering her team to handle the day-to-day work, she can reclaim time for innovation and leadership.

Re-establish Connections: Esther should make an effort to reconnect with her team and the broader organization. Engaging in open dialogue with employees and stakeholders will help her rebuild trust and demonstrate that she is still the visionary leader they respected.

Focus on Strategic Priorities: Esther needs to realign her efforts with the strategic priorities of the organization. By focusing on high-impact initiatives, she can regain influence and demonstrate her leadership in driving the company forward.

Conclusion

Influence is a crucial element of effective leadership. It is not solely determined by formal power or authority but by a combination of knowledge, relationships, communication skills, and personal integrity. Leaders who understand the dynamics of influence and take steps to increase their impact are better equipped to guide their teams and achieve organizational goals.

Whether you are a new supervisor, a mid-level manager, or a CEO, the principles of influence remain the same. By proving your value, aligning with organizational culture, building relationships, and using influence ethically, you can become a more effective leader, regardless of your position in the hierarchy.

People Development & Organizational Transformation Facilitation

Location: Greece, EU, UK & Virtually     Fees: 200 / hr

Service Type: Service Offered

Leadership, People Management Skills, Soft Skills Training, Culture Transformation, Performance Management / Improvement, Job Crafting, Coaching