Bad Leadership; the abuse of power

Bad Leadership

Bad leadership and the abuse of power! A leader can use his or her power to help others. But, of course the leader can also gain personally.  In bad leadership, the obvious problem is that when self-interest rules, the leader gains but often at the followers’ expense.

Bad leadership, the deluded leader!

The dangerous thing is that leaders can begin to delude themselves about bad leadership.  They start to believe that the rules that govern what is right and what is wrong, do not apply to them. They no longer have the best interests of their followers at heart.

Leaders can become “intoxicated” by power. They begin to do something unethical or take an unreasonable risk – just because they can!  In bad leadership, they can become addicted to the adrenaline rush. Followers may begin to collude – it is OK; “He’s the boss!”

I’ve seen this kind of thing happen several times in large organizations and not always at top-level.

Sometimes it is someone in an unchallenged leadership position in a particular division.  They are getting results so those further up the line choose not to ask questions.  Sometimes, it is someone with particular intellectual capital (the subject matter expert). Or a scarce talent! Again it can be easier for “management” to look the other way.

Abuse of power can hapen anywhere

It does not happen just in large organisations.  Abuse of power can happen anywhere! Eventually, the organisation suffers either in terms of legal challenge or financial loss from poor decision-making.  The reputational loss can be considerable!

It happens less in organisations with resilient governance arrangements. Or in those bodies whose top leaders set an example of ethical and compassionate leadership.

But I fear that the present economic circumstances, a climate may be created in which the abuse of power is more not less likely to take place.

On the positive side, of course, power makes leaders more assertive and confident.  They feel more certain of their decisions. This enables them to move forward towards their vision.

At the end of the day leaders and manager must be given the power to “get the job done.” But I’d welcome your views on how best to keep this to a healthy balance!

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

 

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Corporate Panic and lessons from the Wolf Pack!

Eleven-member wolf pack in winter, Yellowstone...

I left the UK public sector five years ago.  At that time people management skills appeared to be in the decline.  I noticed this particularly in how restructuring exercises were being handled.  It was the main reason I chose to go!

I had always been very proud to be part of the UK Civil Service! Sadly that ceased when I saw how some of my colleagues were being treated. No, not because we were being downsized – it was how we were being downsized.

Well, the UK public sector has changed a lot since I left and I do not mean in terms of the colour of the government.  In terms of managing change, few lessons seem to have been learned and a good number seem to have been forgotten.

There have always been good and bad employers – bosses with more and less finesse when dealing with their employees.  My encounters with large private sector corporates, has led me to think they are not better or worse at handling people than those in the public sector.  Good practice in small and medium-sized bodies varies widely in both sectors.

Recently I have heard some very strange and rather sad tales from those in both the public and private sectors. I have heard about organizations going through their third and fourth restructuring in a few months.

On top of that, I am being told of people who have had to reapply for their own roles three and four times in those exercises. As you will understand the effect on staff morale is devastating.

Running large corporate change programmes – even when well handled – costs a lot of money.

Right now, not only is there a lot of change but it is very clear that it is not being handled well.

As one former colleague with vast experience of managing public sector change successfully said to me;

“They try to manage a restructure themselves and can’t. So then they bring in one of the large consultancy firms to help and they just seem to make it worse. They are being told to finish the change quickly, so they don’t try to find out what we do really but they get well paid.”

What is going wrong?  Well yes, I do know about the economy and the need to make “cuts”.  And yes I do know we live in a world of constant change.

But there seems to be a kind of corporate panic/frenzy around and that is the worst way to respond.  Now more than ever we need real leadership and we need leadership confident enough to be serene when all about are running round like headless chickens.

Think about a wolf pack!  Wolves have to flex and change all the time as they hunt.  The constants are that they are quite clear why they are there, the strengths and weaknesses they possess and their roles. The leader sniffs the wind and off they go in very good order.

The weather may change about them and the quarry may lead them into new and difficult terrain.  But because they are well led, have a strong commitment to the pack and are clear about their roles they succeed often enough to thrive even in the most challenging times.

Wendy Mason works as a Coach, Consultant and Blogger. 

She works with all kinds of people going through many different kinds of personal and career change, particularly those;

  • looking for work
  • looking for promotion or newly promoted
  • moving between Public and Private Sectors
  • facing redundancy
  • moving into retirement
  • wanting to do a mid-life review

You can contact Wendy at wendymason@wisewolfconsulting.com  or ring ++44 (0)2084610114

Related articles
  • Becoming a Leader Today – Can you have friends in the team? (wisewolftalking.com)
  • Trust (wisewolftalking.com)
  • An abuse of power? Lessons from Penn State (cbsnews.com)

Leadership and the abuse of power

English: Icon from Nuvola icon theme for KDE 3...
Image via Wikipedia

I found an article on the Psychology Today blog explaining why and how power corrupts leaders .

It explains that a leader can use his or her power to help others, but, of course the leader can also gain personally.  The obvious problem is that when self-interest rules, the leader gains but often at the followers’ expense.

The dangerous thing is that leaders can begin to delude themselves.  They start to believe that the rules that govern what is right and what is wrong do not apply to them because they have the best interests of their followers at heart.

Leaders can become “intoxicated” by power – doing something unethical or taking an unreasonable risk – just because they can!  They can become addicted to the adrenaline rush and followers can begin to collude – it is OK “He’s the boss!”

I’ve seen this kind of thing happen several times in large organizations and not always at top-level.

Sometimes it is someone in an unchallengeable leadership position in a particular division.  They are getting results so those further up the line choose not to ask questions.  Sometimes, it is someone with particular intellectual capital (the subject matter expert) or a scarce talent.  Again it can be easier for “management” to look the other way.

It does not happen just in large organizations.  Abuse of power can happen anywhere! Eventually, the organization suffers eventually either in terms of legal challenge or financial loss from poor decision-making.  The reputational loss can be considerable!

It happens less in organizations with resilient governance arrangements and in those bodies whose top leaders set an example of ethical and compassionate leadership.

But I fear that the present economic circumstances, a climate may be created in which the abuse of power is more not less likely to take place.

On the positive side, of course, power makes leaders more assertive and confident.  They feel more certain of their decisions. This enables them to move forward towards their vision.

At the end of the day leaders and manager must be given the power to “get the job done.” But I’d welcome your views on how best to keep this to a healthy balance!

Wendy Smith is a personal coach and writer at Wisewolf Coaching. She is a qualified coach and a member of the Association for Coaching as well as being a member of the Institute of Consulting and a graduate of the Common Purpose leadership programme.  Wendy is author of “The WiseWolf Job Search Pocket Book: How to Win Jobs and Influence Recruiters” as well as two novels and a number of articles on management and well-being. Her latest publication is a little eBook; “How to Get on With the Boss.”  You can contact Wendy at wendy@wisewolfcoaching.com

  • Becoming a Leader Today – Can you have friends in the team? (wisewolftalking.com)
  • Trust (wisewolftalking.com)
  • An abuse of power? Lessons from Penn State (cbsnews.com)