The measure of successful leadership is how well a group performs, over time, in terms of valued outcomes, or the realization of the organization\u2019s mission. Benjamin J. Inyang considers leadership as process which \u201cinvolves the use of non-coercive influence to shape a group\u2019s or organization\u2019s goals, motivate behavior towards the achievement of those goals and help define group or organization culture.\u201d By extension, leadership is a process of influencing people so that they strive willingly and enthusiastically toward the realization of group goals. In other words, effective leaders encourage agency through the distribution of authority. <\/p>\n
The concept of leadership as influence goes against the popular notion that leadership is about \u201cpower\u201d; getting it, keeping it, withholding it, and wielding it to\u00a0get\u00a0people to do things. Leadership is about influence, and the quality of the relationship a leader has with the group mediates that influence.<\/p>\n
The notion that leadership is about power perpetuates the all-too-common idea that leadership often is, as Colin Slattery put it, \u201ca place inhabited by incompetence, flawed character and unethical behavior.\u201d The notion that leadership is about power leads to toxic leadership, and ultimately, a failure of the nature and function of leadership.<\/p>\n
Furnham noted ten different types of toxic leaders scholars have identified:<\/p>\n
1. Aberrant leaders. Exhibit abnormality, atypicality, and deviance.
\n2. Anti-social leaders. Identified as psychopath, immoral and\/or delinquent behaviors.
\n3. Dark side leaders. Described as evil, dismal and menacing.
\n4. Derailed leaders. Leaders who are thrown off course habitually.
\n5. Despotic leaders. Are autocratic in their leadership stance; \u201cpower hungry.\u201d
\n6. Destructive leaders. Habitually ruining and spoiling initiatives, projects, ideas.
\n7. Incompetent leaders. Persons in leadership positions who are inadequate, ineffective, and unqualified for the job.
\n8. Malignant leaders. Characterized by doing harm, spreading malevolence.
\n9. Tyrannical leaders. Lead by arbitrariness, are oppressive and unjust;
\n10. Bullies.<\/p>\n
Dealing With Toxic Leaders<\/b><\/p>\n
One persistent paradox is the question of \u201cWhy do organizations and groups put up with toxic leaders for so long?\u201d Ceasar Milan, known as \u201cThe Dog Whisperer,\u201d said, \u201cHumans are the only species on the planet who follow dysfunctional leaders.\u201d All other species in the animal kingdom understand the vital role that leaders play in a group\u2019s survival, health, and effectiveness\u2014the natural order of things guides groups to dismiss ineffective or toxic leaders.<\/p>\n
How can organizations deal with toxic leaders?<\/b><\/p>\n
– Leaders, and everyone in the organization, will do well to change their perspectives of leadership from power to influence.
\n– Take responsibility for the health of the organization. Edwin H. Friedman said, \u201cThe critical importance of leadership for the health of an organization justifies the action of members of any institution to replace poorly defined leaders.\u201d
\n– Promote maturity and responsibility at all levels of the organization
\n– Do not accommodate weakness, neediness, or dysfunction
\n– Seek the leader your organization\u00a0needs, not necessarily the leader people want.<\/p>\n
SOURCES<\/b><\/p>\n
Inyang, B. J. (2004) Management theory: Principles and practices<\/i> (2nd ed.). Calabar: Merb Publishers.<\/p>\n
Slattery, C. (2009)\u00a0The dark side of leadership: Troubling times at the top.<\/i> Productivity Press.<\/p>\n
Furnham, A. (2010)\u00a0The elephant in the boardroom: The cause of leadership derailment.<\/i>\u00a0Palgrave Macmillan.<\/p>\n
Friedman, E. (2007)\u00a0A Failure of Nerve: Leadership in the Age of the Quick Fix,<\/i>\u00a0Seabury Books, p. 79.<\/p>\n
From, Galindo, 60 Leadership Concepts: Practical Wisdom for Adaptive Leadership in Anxious Times<\/a> (Didache Press).<\/p>\n","protected":false},"excerpt":{"rendered":" The measure of successful leadership is how well a group performs, over time, in terms of valued outcomes, or the realization of the organization\u2019s mission. Benjamin J. Inyang considers leadership as process which \u201cinvolves the use of non-coercive influence to … Continue reading