Leadership Reflections: Aspects of Dysfunctional Leadership
Based on assigned readings (ORG515 Module 3), this journal entry reflects on three prevalent forms of dysfunctional leadership (Vecchio, 2007) that potentially impact the author’s effectiveness as a leader – groupthink, aversive behavior, and destructive narcissism. Proceeding from a definitional overview, the discussion identifies aspects of these dysfunctional behaviors that are relevant to the author. This entry then considers appropriate remedial actions, including consideration of the relative effectiveness of a study partner’s strategies, for ameliorating deficiencies in the author’s leadership behaviors.
Definitional Overview of Dysfunctional Behaviors
Groupthink, aversive leadership, and destructive narcissism represent predominant forms of dysfunctional leadership behaviors, each of which can seriously compromise the efficacy of leader-member relationships and organizational performance behaviors (Harvey, Martinko, & Douglas, 2006, p. 748). These behaviors manifest from the “confluence of destructive leaders interacting with susceptible followers and conducive environments” (Thoroughgood, Hunter, & Sawyer, 2010, p.648), as well as from a leader’s personality traits and styles (Rosenthal & Pittinsky, 2006). Effective leadership depends greatly on understanding the meaning, causes, and consequences of these behaviors.
Groupthink
Groupthink occurs when individual critical thinking and appraisal of alternatives is held subordinate to group desires for consensus in decision-making (Janis, 2007). Symptoms of groupthink behaviors emerge when group members begin to consider themselves as being invulnerable and above moral standards, engage in self-serving collect...
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Quiz: Are You a Narcissist? (n.d.). Retrieved from BeliefNet Website, http://www.beliefnet.com/section/quiz/index.asp?sectionID=&surveyID=74 Narcissist?
Rosenthal, S., & Pittinsky, T. (2006). Narcissistic leadership. The Leadership Quarterly, 17(6), 617-633.
Thompson, L. (2008). Making the team: A guide for managers (3rd ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Thoroughgood, C., Hunter, S., & Sawyer, K. (2011, June). Bad apples, bad barrels, and broken followers? An empirical examination of contextual influences on follower perceptions and reactions to aversive leadership. Journal of Business Ethics, 100(4), 647-672. doi:10.1007/s10551-010-0702-z
Vecchio, R. (Ed.). (2007). Leadership: Understanding the dynamics of power and influence in organizations (2nd ed.). Notre Dame, IN: University of Notre Dame Press.
Avolio, B. J. (2007, Jan 1). Promoting more Integrative Strategies for Leadership Theory Building. American Psychologist, pp. 25-33.
The condoning or condemnation of toxic leaders may be prevalent in organizations as well as in government. Corruption, narcissism, and unethical behaviors may be cancerous for the stability and sustainability of any organization or individuals for that matter. However, a person that possesses competence, resilience, vision, and character may learn to become an effective and transformational leader. More so, the personality of a leader may be a pattern of thinking, feeling, and acting with regard to the environment, including other people. These characteristics may influence the type of leadership an individual he or she may become (Northouse , 2007).
Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. Academy Of Management Perspectives, 26(4), 66-85. doi:10.5465/amp.2012.0088
This opens the floodgates to leadership development, as opposed to simple psychometric assessment that sorts those with leadership potential from those who will never have the chance.” This theory does not seek inborn traits or capabilities; rather they look at what leaders actually do.(Changing minds). Behavioural theory suggests that leadership requires a strong personality with a well-developed positive ego; self-confidence is essential.(Boundless,
Lord, R. (2000). Leadership. In A. E. Kazdin (Ed.), Encyclopedia of psychology, vol. 4. (pp. 499-505). Doi:10.1037/10519-216
My understanding was enlightened about my personal life and past leadership roles as the authors explained how our needs, coupled with our traumatic experiences, cause us to pay for our emotional debt of unmet need and personal failure through unhealthy behaviours. I have often attributed my failures to my inherent sin nature and demonic spiritual warfare. However, I failed to connect the dots of my unmet physiological needs and needs for security, love, and self-esteem as driving forces for my actions and desires. I was able to personally identify with portions of McIntosh and Rima’s descriptions of the compulsive, narcissistic, paranoid, co-dependent, and passive-aggressive leaders, but predominately, the co-dependent leader. I have come to see that my co-dependent leadership style has formed as a result of my previous rigid and oppressive religious environment. The book identifies these leaders as those who react to pain rather than initiate action, often blaming themselves for the inappropriate behaviours of others to avoid conflict and hurting the feelings of others. This pattern ultimately results in repressed frustration and obsessive worrying about what others think, such that the leader determines their actions based on others’ feelings and expectation. As I read the book, I
Although it is imperative to learn about leadership characteristics, those of followers are equally as important. Respect for authority and interpersonal trust are two characteristics that influence the leadership process. “People who respect authority figures and have a trusting nature are led more easily than people who disregard authorities and are suspicious of others (Manning and Curtis, p.35, 2012). In today’s society, there is a steady decline in the level of trust employees place in their leadership team. Factors such as family structure, social structure, shared values, selfish agendas and self-interest all cause employees to distrust their leadership team. This shows how important it is for a leader to be transparent and customize his or her leadership approach to fit the mold of their
Yukl, G. (2010). Leadership in organizations. (7th ed.). Upper Saddle River, New Jersey: Prentice Hall.
Vecchio, R. (Ed.). (2007). Leadership: Understanding the dynamics of power and influence in organizations (2nd ed.). Notre Dame, IN: University of Notre Dame Press.
Northouse, Peter G. Leaderhip Theory and Practice. Ed. Fifth Edition. Thousand Oaks, CA: Sage Publications Inc, 2010.
Leaders develop close relationships with in-group members and assign considerable responsibility to perform tasks. Whereas, leaders develop distant or formal relations with out-group members. These low quality interactions and formal supervisions lead to dissatisfaction among the group.
There are many examples of poor leadership behavior in today’s workplace. Inadequate leadership can be detrimental not only to a team within an organization, but also to the entire organization itself. I believe it is vital for upper management to ensure that their leaders are properly trained and aware of how to handle certain situations and employees. When a leader’s weaknesses are overlooked, large problems occur.
A leader sets the tone for those they supervise. Having a weak or ineffective leadership style turns what could be a productive organization into one that lacks direction, is chaotic, and fails to live up to its potential. Incompetent central leadership can also cause a power struggle amongst the other remaining team members. Groups seek leadership; when leaders fail to use their powers others will maneuver to use the power left in the void. This can lead to a power-struggle and backstabbing (Morgan, 2007).
Organizations have leaders who are effective and ineffective. Many of us want to be leaders but, do we have what it takes to be effective or are we going to be ineffective. Leaders are people who build their organization and employees up. Ineffective leaders are those who only care about getting a check. This paper will discuss effective and ineffective leaders. The effective and ineffective leaders I have had the pleasure to work with.
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.