When Is Just Enough Too Much?
I was asked to speak recently to a group of staff partners in a large legal firm about culture and the link between behaviour and high/low performance at work. The media was in a feeding frenzy (and still is) about Ben Cousins and as I thought about some of the qualities that contribute to high performance like strong achievement drive, unwavering focus, unbending discipline, it occurred to me that a lot of those qualities, in higher doses could manifest as narcissistic, perfectionistic and obsessoid behaviours and therefore be quite maladaptive, even destructive. In other contexts ‘dark side’ behaviours could well be situational strengths.
What examples have you seen in your workplace of self belief that comes across as arrogance, authoritive leadership that feels like bullying to the recipient, confident decision making that smacks of ingenuine consultation? Is it just a matter of degree or is something else at work here?
Leanne Faraday-Brash
Latest Article:
When Is Just Enough Too Much - The Dark Side of Leader Behaviour©
the Workplace Justice Consortium website: www.workplacejustice.com.au
Posted by in 08:29:53
I had the difficult experience of working for a woman who, as the CEO of a small non-government organisation, bullied all staff, ignored advice, disappeared when discussions were needed and paid inordinate amounts of fees to friends who ‘consulted’ for the organisation. It took me months… actually about 18 months… to get over the experience. It is my belief that leadership, intelligence and successful senior management cannot be found within the pages of business books or through an MBA. The heart AND the head (with the assistance of management theory and an MBA) is what makes a good leader.
Interesting article Leanne. What attributes do we admire in a boss and indeed in AFL footballers? We definitely want them to be strong and confident? I also want them to have at least a passing acquaintance with how the other 95% live, to conduct themselves with integrity, be professional and treat others with respect.
I worked for someone a few years ago who’s “management style” consisted of putting everyone down in a jokey way, playing staff members off against each other, undermining them in front of collegues within the industry and constantly mocking anyone with any sort of professional qualifications. He appeared to truly believe he was carrying us all and yet every instinct told me confident people just don’t act this way.
“Lead by example” is the best management advice I have ever been given and I think it can be applied in everyday life, the workplace and in football. Think Robert Harvey not Ben Cousins!
I don’t think that there is a dark side to true leadership. A leader does what is necessary to protect and guide their team. In some jobs eg. police, fire fighter there is a requirement that a leader be commanding and forceful. That’s not simply to get the job done, it’s to safeguard people and property. In the corporate world too often aggressive behaviour is seen as strength. It’s not. In my experience aggressors are generally insecure. Real leaders don’t demand respect; their behaviours elicit it naturally.
Your blog article, clearly structured, very much appreciation