A recent AHRI magazine article says the costs of destructive leadership cannot be ignored.
The bottom line is that CEOs who display destructive leadership behaviours can seriously harm their organisation. This can occur through a range of issues, such as:
- De-stabilising the company
- Potentially decreasing the share value
- Dissatisfaction among employees leading to potential for sabotage
- Stress due to role conflict
- Increased absenteeism
Here’s the full article:
Light has been shed on destructive leadership not being merely lack of good leadership, but actual volitional behaviour including being unable to make decisions, bullying, lying, micro-managing, favouritism, exhibiting erratic behaviour, emotional displays and being vindictive.
The authors believe that destructive leadership is the absence of two critical characteristics of effective leaders:
BEHAVIOURAL INTEGRITY: alignment of words and deeds, or walking the talk.
BEHAVIOURAL COMPLEXITY: the ability to perform multiple seemingly contradictory or paradoxical roles. These include demanding performance while nurturing staff. A striking example of a destructive CEO was Al (Chainsaw) Dunlap who lacked the subtleties for being a CEO long term.
The challenge is that destructive CEO behaviour can reward some people, and often the CEO themselves leave with a golden handshake, which leaves them with no responsibility for their impact on the organisation.
Reposted via Tricia Vilkinas, Duncan Murray and Alick Kay, UniSA Business School, HRmonthly, February 2014
Horse Sense can help you to determine the impact of your leaders, and help develop constructive leadership behaviours, integrity: mean what you intend and complexity: being firm and fair.