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Ken Chapman & Assoc. |
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Article Why
Leaders Fail Leaders who fail usually have no
trouble finding external reasons for their In my consulting practice, I have observed that powerful unconscious issues affect work just as they do other areas of life. Our interactions are guided by a whole spectrum of beliefs and behavior styles developed over many years. What we learned growing up influences the way we react to challenges in adulthood. Understanding and grappling with these issues can make a significant difference in our leadership performance. Personality style is one of the major internal factors in leadership performance. Three leadership styles are responsible for the most serious managerial problems: THE NARCISSISTIC LEADER Characteristics: Narcissists are drawn to leadership positions by a deep need for power and prestige. They are often highly talented, hard working and charismatic. But feelings of inferiority lead to self-aggrandizement and the need for constant, unconditional affirmation and positive feedback from others. Narcissists also tend to have a low tolerance for frustration. Consequences: The narcissist inspires people to action, but can't always follow through. By surrounding himself/herself with yes-men-people who idealize him and reflect back exactly what he wants to hear-he is unlikely to anticipate and prepare for potential trouble spots as his ideas are executed. The narcissist's need to be in the spotlight makes it hard for him to build an effective team. He may resent and even sabotage employees whose creativity threatens to overshadow his own. Most dangerously, the narcissist fails to encourage balance and diversity of opinion. The result can be disastrous, both to him and the organization, as he inspires others to pour resources into implementing his brilliant, but unworkable ideas. Issues: The narcissist is likely to have grown up in an environment where nothing he did was ever quite good enough. He never developed a strong sense of self-esteem. To mask this sense of inferiority, he has learned to rely on self-aggrandizement and seeks out only those people who will reassure him that he's wonderful. The
narcissist needs to develop a more complete sense of self-one that is not
dependent on others' perceptions or on always being the best. He needs to
recognize the value of clear, attainable goals that are reached by gradual
steps.
THE AUTHORITARIAN LEADER Characteristics: The authoritarian personality has an obsession with order, with being right and in control. This type of leader is poorly attuned to the emotional needs of employees. He relies on a competitive, rather than affiliative, model of work relationships. Consequences: Though corporations and departments do need leaders who will be responsible for themselves and their organization, the authoritarian's excessive need for control can lead to numbing bureaucracy and a rule-bound, by-the-book decision-making environment. Autonomy and creativity are stifled, which can spell disaster when a crisis arises that requires quick, effective decisions. The authoritarian leader is unlikely to build loyalty or team spirit among staff. He may appear petty and defensive. Consequently, employees respond with feelings of dislike and by doing the bare minimum required of them. Issues: Authoritarians learn
this style by growing up in families where control and rules are valued. And emotions are ignored or denied. The authoritarian leader
must work to become more aware of how he feels, not just what he does . .
. and recognize that intellect and emotion can work together.
THE EMOTIONALLY ISOLATED LEADER Characteristics: The emotionally isolated leader is so uncomfortable with social interaction that he becomes almost invisible; business is carried out via employees, other managers or committees. This type of leader is so afraid of making a mistake that he'll avoid taking action or making a commitment, which could turn out to be the greatest mistake of all. Consequences: Employees may form small groups or pairings, seeking the direction and support that is lacking from above. Since each group is likely to have its own agenda, the organization may become fragmented. This is not an environment that fosters lively and productive interaction within a team. In some cases, a more socially skilled peer or employee will act as a kind of buffer between the leader and the rest of the organization, helping to create a responsive climate for employees. While this may be acceptable, it will rarely yield superior team performance. Issues: Emotionally isolated
leaders lack confidence in their stability to lead or even communicate
with others. They are uncomfortable relating to people. Some even dislike
people and prefer the world of ideas. Still others are simply shy. Many of
them have been high intellectual achievers all their lives but received
little modeling or encouragement from their parents in how to get along with
peers.
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