Leadership misbehavior can take place in many different forms. When discussing leadership misbehavior it is important to outline which forms you are talking about. In this essay I will be writing about generalized harassment by leadership. Generalized harassment can take many forms, such as workload overage, goal setting beyond reasonable expectations, and inter organizational politics. Who is normally affected? Most commonly you will see a person in a position of leadership harass a subordinate employee. The harassment can have many emotional components that motivate the leadership to harass an employee. Despite the existence of ethical policies and procedures and an emphasis on integrity, a workplace may still be characterized by unethical work behaviors due to the impact of human emotion. Even with all the rational areas
Accounted for, human behavior is influenced by emotions (Borchert, D. M. 2011). The emotions that could lead to work place harassment are guilt, shame, greed and contempt. Though this is not a complete list I consider these to be the most impactful when it comes to a leader harassing a worker. So within Past emotions stem from situations that have already taken place whereas future-focused emotions stem from situations that may happen (Borchert, D. M. 2011). So how does this affect the workplace? The affect is stress in the work place. Stress is defined as a specific experience at work that associated with aggression, anxiety, fear, depression, anger, and other unpleasant emotional states that have “bad” outcomes. This is unfortunate because supervisors have a strong influence on their employees’ behaviors due to their physical and psychological proximity to employees and their ability to administer rew...
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...effects of leadership behavior on workplace harassment, employee outcomes, and organizational effectiveness in small businesses. (Order No. 3489453, The George Washington University). ProQuest Dissertations and Theses, , 188. Retrieved from http://search.proquest.com/docview/915146551?accountid=38569. (915146551).
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Supervisors such as these promote themselves through visible short-range demonstrations of accomplishments, but are unconcerned with staff development or morale (Reed, 2004, p. 67). Toxic leaders affect the atmosphere of an agency by creating a demotivational environment while attendin...
Kellerman, B. (2004). Bad Leadership: What it is, How it Happens, Why it Matters. Boston, Massachusetts: Harvard Business Press.
Yukl, G. (2002), Leadership in Organizations, 5th ed., Prentice-Hall, Inc., Upper Saddle River, NJ, .
Yukl, G. (2002). Leadership in organizations. Upper Saddle River, NJ: Prentice Hall. p. 1-19. Retrieved from http://www.blackdiamond.dk/HDO/Organisation_Gary_Yukl_Leadership_in_Organizations.pdf
Fast, N., & Chen, S. (2009). When the boss feels inadequate: power, incompetence, and aggression. Psychological Science, 20(11), 1406-1413. doi:10.1111/j.1467-9280.2009.02452.x
Workplace bullying is defined as any as any type of repetitive abuse in which the victim of the bullying behaviour suffers verbal abuse, threats, humiliating or intimidating behaviours, or behaviours that interfere with his or her job performance and are meant to place at risk the health and safety of the victim (Murray, 2009). Bullying can take many forms, some blatant, others more subtle. Researchers ha...
I used the collaborative principle of leadership during the freestanding paper tower building challenge. We were given minimal supplies; just paper, scissors and sellotape and we had to construct the highest tower. We were required to spend 10 minutes deciding upon the best strategy and plan before we were allowed to start building. Once the 10 minutes were up, we had to implement the plan through evenly distributed jobs. I tried to be as inclusive as possible and everyone shared an idea, then collectively, we decided upon the best idea. Once we had decided upon one plan, other people chipped in suggesting ways to alter the plan to improve it. For this scenario, collaborative leadership was the best approach. If I had tried to implement an
Today’s organizations require leadership styles conducive to supporting an organization’s culture, competiveness and effectiveness for survival in the 21st century. The depth of leadership presents leaders and managers with the task of understanding and supporting the needs of employees while maintaining strategic goals and missions throughout daily leadership. However, when an organization’s culture falters due to various factors, does leadership style bear the overall responsibility for internal discord?
Ivancevich, J., Konopaske, R. & Matteson, M. (2011). Organizational Behavior and Management. NewYork, NY: McGraw Hill.
Ivancevich, John, Knopaske, Robert, Matteson, Michael, Organizational Behaviour and Management (10 edition (January 30, 2013). New York, NY: McGraw-Hill/Irwin
"Leadership in Organizational Settings." The Dynamics of Leading Organizations and People. N.p.: McGraw-Hill, 2013. 288-301. Print.
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.
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.
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.
Holloway, Joseph. “Leadership Behavior and Organizational Climate: An Empirical Study in a Non-profit Organization.” Emerging Leadership Journeys 5. 1 (2012): 9-35. http://www.regent.edu/acad/global/publications/elj/vol5iss1/ELJ_Vol5No1_Holloway_pp9-35.pdf