The “vicious cycle of leadership”
referred to by Obolensky (2010) is unfortunately one that I recognize in my
organization. This is not the norm and is not a situation that I would like to
find myself in. My former supervisor would make decisions that his supervisor
did not necessarily agree with. He also demonstrated poor spelling and grammar
when communicating with others in the organization. Because of this, his
supervisor would speak to him frequently about these issues in their weekly
meetings. These talks led to his confidence fading and therefore, he began to
check with her more frequently about the decisions he was making. Eventually,
the circle was complete and she began to lose confidence in his skills and
would check up on him more frequently. Ultimately, he was put on a performance
improvement plan. He did not want to be fired and therefore, tendered his
resignation. This is a clear case of a follower and leader not really
understanding each other. She is looking for solutions and confidence. He was
looking for guidance and reassurance. Because they were not able to understand
each other, the relationship fell apart. Followers have to establish trust in
them by their superiors (Useem, 2001, p.1). He was obviously unable to do this
mainly due to a lack of confidence. This situation could have been different.
As the Harvard Business Management Update (2000) points out, “Asking those of
lesser rank to say what they candidly think and complimenting them for doing so
are among the small measures that can make for a big improvement in attitude”
(p.1). Had he been complimented for the things he was doing right and mentored
and coached in what he was doing wrong, the outcome could have been different.
He was unwilling to reach out for help. I do not happen to know what her
attitude was toward helping him. It may be that she tried unsuccessfully to do
so and it may be that she was frustrated with his constant questions. Either
way, a sincere compliment goes a long way.
The effects on an organization can be many.
If followers are insecure, their productivity diminishes. They will constantly
second-guess themselves and their decisions. When people are not sure about the
decisions they make, they may not make them at all. This slows production and
the feeling of uncertainty would eventually trickle out to customers. On the
other hand, if a leader feels as though subordinates cannot handle making
decisions of their own, he/she steps up to the plate and begins to make
decisions for them. This can cause leaders to resent employees. Undue stress
can also be a product of such a relationship.
The Harvard Business Management Update
(2000) suggests 5 goals for improving lateral leadership: establish goals;
think systematically; learn from experience; engage others; and provide
feedback. These steps will bring out cooperation from peers rather than
resentment for being bossed around. Thinking systematically happens to be an
area I would like to improve upon. I have seen colleagues collect and present
data to their superior and get results. A little research and some facts to
back it up will go a long way to making you and your solutions more reliable.
New Circle:
-•Follower
presents data & research With ideas
-•Leader
gains confidence in follower
-•Leader
begins to value follower opinions
-•Follower
gains more confidence in self
-•Leader
seeks out follower to contribute to solutions
References:
How
to lead when you're not the boss. (cover story). (2000). Harvard
Management Update, 5(3), 1.
Gabarro,
J. J., & Kotter, J. P. (1993). Managing Your Boss. Harvard Business
Review, 71(3), 150-157.
Obolensky, N. (2012). Complex adaptive
leadership, embracing paradox and uncertainty. Gower Publishing Company.
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