ByHRM Asia
We have all been there before: A micromanaging manager who does not trust employees to carry out their job roles competently. An unempathetic manager who only has her self-interests at heart and does not recognize the feelings of others. An inarticulate manager with poor communication skills who encourages a culture of non-transparency and second-guessing.
For organizations with workplace leaders who demonstrate these undesirable traits, are they at risk of losing their best talent? Are employees really leaving managers and not organizations?
A recent LinkedIn poll conducted by HRM Asia would seem to give credence to these suggestions, with an overwhelming 88% of respondents saying that they would choose a “great manager” over a “great job.”
3 leadership traits to avoid
To put things into perspective, this is not to suggest that bad managers are the only reason why employees leave an organization. Factors such as better job growth and career advancement opportunities also need to be considered.
However, with employees spending more than half of their waking time at work, it is perhaps not surprising that they desire to work with “great managers” who are competent and can support them in achieving key work goals.
“Undesirable traits can cause irreversible damage to trust, collaboration and strategic alignment, which are critical for organizations to thrive,” Grant “Upbeat” Bosnick, an award-winning author and keynote speaker, told HRM Asia.
Specifically, he identifies three undesirable leadership traits that organizations must identify and fix.
1. Ego-centered decision-making
Boastful leaders driven by ego prioritize their personal interests over the organization’s goals. This trait destroys trust within the team, leads to poor decision-making and promotes a toxic culture that values individual success over collective growth. A leader’s inability to prioritize the business and people over personal ambition can cripple organizational effectiveness.
To overcome this, leaders need to implement a collective decision-making process where input from key stakeholders across different regions, functions and levels is actively sought before major decisions are made. Creating a “team of teams” culture encourages leaders to see themselves as part of a larger ecosystem, not the sole decision-makers.
2. Running from leadership accountability
A leader who avoids accountability damages credibility, fosters a blame culture and sets a poor example for others. These self-proclaimed, know-it-all leaders are quick to take credit and push blame on others, creating a ripple effect where employees also avoid responsibility, leading to dysfunction, inefficiency and a lack of trust. Accountability is crucial for fostering a culture of integrity and high performance.
To overcome this, leaders should be open to feedback and change and regularly participate in performance reviews that are transparent and tied to both personal and organizational goals. Public accountability and personal responsibility from the top inspire others to follow suit.
3. Lack of purpose in leadership
Without a clear, compelling purpose, myopic leaders who focus on the short-term fail to inspire and align their teams. An organization without a purpose is like a ship without a rudder—there is no direction, no vision and no long-term goal. This leads to confusion, low morale and high turnover, as employees are not motivated to work toward a common objective.
To overcome this, leaders must develop and communicate a long-term, strategic roadmap that is revisited and adapted regularly. A well-articulated purpose, rooted in values, aligns employees at all levels and across all regions, giving them a sense of meaning and direction.
“By embracing these practices, a leader can create a more transparent, accountable and visionary leadership style that empowers teams globally, fosters collaboration and ensures sustainable growth,” Bosnick concludes
Source: HRExecutive
