Toxic leadership is characterised by a number of familiar traits: unwillingness to take feedback, lying or inconsistency, cliquishness, autocracy, manipulation, intimidation, bullying, and narcissism. The toxic leader can – if allowed to run rampant for long enough – destroy organisational structures over time and bring down an entire organisation. This applies to countries too.
It’s not easy, but the results will be very well worth your effort.
Creating an environment dedicated to open and honest communication is a very difficult task, especially if you’re approaching it as a leader outside of the office’s circle of tight-knit employees.
But while creating a safe office environment is challenging for any leader, it can be accomplished with intention, thought, and planning. The results will be very well worth your effort. Read up on 5 ways how.
There might still be some professionals and executives out there who long for the “good, old days” of workplace management. The days when you told your employees what to do and expected them to just get on with it. Assuming they didn’t want to suddenly find themselves unemployed.
A new study has revealed the best bosses aren’t necessarily extroverted, charismatic, confident executives with a perfect track record.
In fact, research published in this month’s Harvard Business Review suggests some of the most successful chief executive officers are actually introverts.
Leaders don’t create more followers they create more leaders.
Be courageous to be vulnerable; be vulnerable to be courageous.
Corporate leaders bewildered by employee disengagement should try seeing workplace politics through their team’s eyes.
A simple way to answer the question “What’s the difference between managing and leading?” is this:
Managing people means watching them to make sure they do what they’re supposed to do.
The concept of traditional supervision is rooted in the fear that working people will misbehave or make mistakes if someone isn’t watching them to make sure they don’t.
If you want your best people to stay, you need to think carefully about how you treat them.
Imagine you’re a frontline employee and you receive word that you’re about to participate in a major change management initiative. You’ve performed your job a certain way for years, you’re quite good at doing it that way, and now your boss tells you that the processes that give you comfort and accomplishment are going to be upended. Whether it’s new technology or new processes or some new operational philosophy, you will no longer be able to do your job the same way.
