领导学：在实践中提升领导力（原书第10版）课件 第17章　领导力的黑暗面

Chapter17TheDarkSideofLeadershipCopyright©2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.ChapterOutlineIntroductionDestructiveleadershipManagerialincompetenceManagerialderailmentThetenrootcausesofmanagerialincompetenceandderailmentTheDarkSideofLeadership"Ifyouputonablindfoldandthrewadartatamapoftheworld,thenthereisa70percentchancethatwhatevercountrythedartlandsonisrunbysomeformofdictatorship."RTHogan,HoganAssessmentSystemsIntroductionThereisahighlevelofagreementamongscientistsandpractitionersonwhatconstitutesbadleadership.Destructiveleadership.Associatedwithindividualswhoareeffectiveatengagingfollowers,buildingteams,andgettingresultsthroughothers,butwhoobtainresultsthataremorallyorethicallychallengedorthatunderminesuccess.Managerialincompetence.Inabilitytoengagefollowers,buildteams,orgetresultsthroughothers.Managerialderailment.Describesthereasonswhypeopleinpositionsofauthorityhavedifficultyengagingfollowers,buildingteams,orgettingresultsthroughothers.DestructiveLeadershipOccursinmanysettingsandatallorganizationallevels.Occurswhenpeopleinpositionsofauthorityusetheirteam-buildingskillstoachievegreedy,selfish,orimmoralresults.Maybeintheeyeofthebeholder.ManagerialIncompetence1Incompetentmanagershavedifficultiesbuildingloyalfollowingsorgettinganythingdone.Baserateofmanagerialincompetencemaybe50to75percent.OnewaytodeterminethelevelofincompetenceamongpeopleinpositionsofauthorityistoconducttheDr.Gordytest.Thepersonshouldcountthetotalnumberofpeoplethatheorshehasbeenledbyorworkedforinthepast.Thencountthenumberofpeopleinthisgroupforwhomheorshewouldwillinglyplay,sing,orworkforagain.Mostpeoplewouldnotworkforamajorityofleaderstheyhavebeenexposedto.ManagerialIncompetence2Organizationsmaynotneedeverypersoninapositionofauthoritytobeacompetentmanager.Organizationswithhigherpercentagesofcompetentmanagersoccupyingcriticalpositionsaremoresuccessfulthanthosewithfewercompetentmanagerswhoarenotwellplaced.ManagerialDerailment1Researchhasidentifiedfivederailmentpatterns.Failuretomeetbusinessobjectives.Inabilitytobuildandleadateam.Inabilitytobuildrelationshipswithco-workers.Inabilitytoadapttonewbosses,businesses,cultures,orstructures.Inadequatepreparationforpromotion.ManagerialDerailment2Presenceofonlyonebehavioralpatternisnotenoughforderailmentexceptforafailuretomeetbusinessobjectives.Thefivereasonsforfailureareuniversal.Awarenessofwhypeoplefailinleadershippositionsisnotenoughtopreventfailure.Knowingtherootcausesofmanagerialincompetenceandwhattodotominimizetheirimpactimprovestheoddsofbeingperceivedasacompetentmanager.Figure17.1:WhyLeadersFailAccessthetextalternativeforslideimages.TheTenRootCausesofManagerialIncompetenceandDerailmentSituationalfactorsFollowerfactorsLackoforganizationalfitLackofsituationalawarenessLackofself-awarenessLackofintelligenceandsubjectmatterexpertisePoorfollowershipDark-sidepersonalitytraitsLeadershipmotivationMythsthatperpetuatemanagerialincompetenceSituationalandFollowerFactors1Affectaperson’sabilitytoengagefollowers,buildteams,andgetresults.Managersshouldcontroltheirreactionstooverwhelmingsituationalandfollowerfactors.Incompetentmanagersfacinghopelesssituations:Tendtokeepdoingwhattheyhavealwaysdonebutexpecttoachievedifferentresults.Trytoleveragetheirstrengthsratherthanchange,whicherodestheirabilitytobuildteamsandgetresults.Situationalfactorscanmaskmanagerialincompetence.SituationalandFollowerFactors2Episodicversuschronicincompetence.Episodicmanagerialincompetence:Occurswhenextremelytoughsituationalorfollowereventstemporarilyinterferewithaperson’sabilitytobuildteamsandgetresults.Experiencedbyallcompetentmanagersoccasionally.Frequencyanddurationofoccurrencesshouldbelimited.Chronicmanagerialincompetence:Occurswhentaxingsituationalorfollowereventspermanentlydisruptaperson’sabilitytobuildteamsorgetresults.Manypeopleinpositionsofauthorityseemtoexemplifychronicmanagerialincompetence.LackofOrganizationalFitOrganizationalfit:Degreeofagreementbetweenpersonalandorganizationalvaluesandbeliefs.Peoplewhodonotfitwithanorganization’sculturemaywielddiminishinglevelsofinfluence,whichinterfereswiththeirabilitytoengagefollowers,buildteams,andgetresults.Thebestthingtoavoidbeingseenasorganizationalculturemisfitsistominimizetheriskofithappeningatall.Thosewhodonotfitruntheriskofbeingseenasincompetent.LackofSituationalandSelf-AwarenessSituationalawareness:Leaders’abilitytoidentifythesituationalandfollowerfactorsaffectingtheirteamsandremainvigilantforchanges.Self-awareness:Leaders’abilitytobeawareofpersonalstrengthsandshortcomingsandtofindwaystoeithermanageorstaffaroundtheirpersonalknowledgeandskillgaps.CausesManagerssufferingfromahighlyactiverealitydistortionfield.Theyonlytakeininformationthatisalignedwiththeirself-perceptionsanddiscountanyevidencetothecontrary.Managersfailingtoheeddirectreportfeedback.LackofIntelligenceandSubjectMatterExpertiseManagers’intelligenceisdirectlyrelatedtotheirabilitytomakedecisionsandbuildcohesiveteamsandgetresults.Shortfallincriticalknowledgedecreasesaperson'sabilitytosolveproblemsandalackofteam-buildingknow-howincreasetheoddsofmanagerialcompetence.Subjectmatterexpertise:Relevantknowledgeorexperiencethatcanbeleveragedtosolveproblems.Team-buildingknow-how:Degreetowhichaleaderknowsthestepsandprocessesneededtobuildhigh-performingteams.Canbecompensatedforbytechnologyandstaffing,surroundingoneselfwithsmart,experiencedpeople,andthroughhardwork.PoorFollowershipPeopleinpositionsofauthoritywhoarecriticizers,brown-nosers,andslackersareseenasincompetentmanagers.Brown-nosersdowhatevertheirsuperiorstellthemtodoandareunabletomakeindependentdecisions.Slackersaresodisconnectedfromtheworkplacethattheyareunlikelytobuildteamsorgetresults.Criticizersarenotnicetobeworkingaround.Followershipaffectshowoneleadsanddetermineswhetheroneisseenasacompetentorincompetentmanager.Dark-SidePersonalityTraitsIrritating,counterproductivebehavioraltendenciesthatinterferewithaleader’sabilitytobuildcohesiveteamsandcausefollowerstoexertlessefforttowardgoalaccomplishment.Decreasealeader’sabilitytogetresultsthroughothers.Usuallyappearduringcrisesorperiodsofhighstress.Haveabiggerinfluenceontheperformanceofleadersthanfollowers.Apparentonlywhenleadersarenotattendingtotheirpublicimage.Resemblesocialskillsandarehardtodetectininterviews.RelatedtoextremeFFMorOCEANscores.Canoccuratanyleadershiplevel.Aretheleadingcauseofmanagerialincompetence.Table17.2:Dark-SidePersonalityTraits1TraitsCharacteristicsExcitableLeaderswiththesetendencieshavedifficultiesbuildingteamsbecauseoftheirdramaticmoodswings,emotionaloutbursts,andinabilitytopersistonprojects.SkepticalLeaderswiththisdark-sidetraithaveanunhealthymistrustofothers,areconstantlyquestioningthemotivesandchallengingtheintegrityoftheirfollowers,andarevigilantforsignsofdisloyalty.CautiousBecausetheseleadersaresofearfulofmaking“dumb”mistakes,theyalienatetheirstaffsbynotmakingdecisionsortakingactiononissues.ReservedDuringtimesofstresstheseleadersbecomeextremelywithdrawnandareuncommunicative,difficulttofind,andunconcernedaboutthewelfareoftheirstaffs.Table17.2:Dark-SidePersonalityTraits2TraitsCharacteristicsLeisurelyThesepassive–aggressiveleaderswillexerteffortonlyinthepursuitoftheirownagendasandwillprocrastinateonornotfollowthroughwithrequeststhatarenotinlinewiththeiragendas.BoldBecauseoftheirnarcissistictendencies,theseleadersoftengetquiteabitdone.Buttheirfeelingsofentitlement,inabilitytosharecreditforsuccess,tendencytoblametheirmistakesonothers,andinabilitytolearnfromexperienceoftenresultintrailsofbruisedfollowers.MischievousTheseleaderstendtobequitecharmingbuttakepleasureinseeingiftheycangetawaywithbreakingcommitments,rules,policies,andlaws.Whencaught,theyalsobelievetheycantalktheirwayoutofanyproblem.Table17.2:Dark-SidePersonalityTraits3TraitsCharacteristicsColorfulLeaderswiththistendencybelievetheyare“hot”andhaveanunhealthyneedtobethecenterofattention.Theyaresopreoccupiedwithbeingnoticedthattheyareunabletosharecredit,maintainfocus,orgetmuchdoneImaginativeFollowersquestionthejudgmentofleaderswiththistendencybecausetheseleadersthinkineccentricways,oftenchangetheirminds,andmakestrangeorodddecisionsDiligentBecauseoftheirperfectionisttendencies,theseleadersfrustrateanddisempowertheirstaffsthroughmicromanagement,poorprioritization,andaninabilitytodelegateDutifulTheseleadersdealwithstressbyshowingingratiatingbehaviortosuperiors.Theylackspines,areunwillingtorefuseunrealisticrequests,won’tstandupfortheirstaffs,andburnthemoutasaresultLeadershipMotivationThosewholackthemotivationtoleadwillmostlikelymakepoorleaders.Teammemberswhoaresmart,haveplentyofexpertise,andhavenodark-sidepersonalitytraitsmaybepromotedintoleadershiproles.Peoplebeingpromotedmayhavequestionableleadershipskillsandnodesiretoleadbutmayacceptthepromotionoutofgratitude.Thosewantingtobecomeleadersneedtobeclearontheirreasonsformovingintopositionsofauthority.Peoplehaveachoicewhenitcomestogettingpromoted,buttheirchoiceswillhaveaprofoundimpactonthepeopletheylead.SuccessfulversusEffectiveLeadersSuccessfulleaders:Network,stayontopofofficepolitics,flattersuperiors,dowhattheirsuperiorswant,demonstrateloyalty,donotmakeanywaves,andself-promote.Effectiveleaders:Engageanddevelopfollowers,secureresources,clearobstacles,buildhigh-performingteams,devisestrategiestowin,anddriveresults.MythsThatPerpetuateManagerialIncompetenceLeadershipconceptsthatareadoptedwiththerightintentionsbutcontributetomanagerialincompetenceproblems.Leaderhumility:Reducesthechancesofbeingpromoted.Authenticity:Followerswantleaderswhocanadjusttheirbehaviortosituationalandfollowerdemandsandkeeptheiregosundercontrol.Integrity:Leadersoftenbreakcommitments,andfollowersenduptrustingthewrongpeople.Servantleadershipmakessense;ifleaderstakecareoftheirfollowers,thenfollowerswilltakecareofcustomersandteamswillachievewinningresults.SummaryTherearemanywaysforpeopleinpositionsofauthoritytofail,andmostpeoplearenotparticularlyeffectiveleaders.Whatconstitutesgoodordestructiveleadershipmaynotbestraightforward.Peoplewithmanagerialincompetencehavedifficultiesengagingfollowers,buildingteams,orgettingresultsthroughothers.Managerialderailmentpertainstothereasonswhycompetentmanagerscanbeseenasineffective,andknowingthereasonsisnotenoughto