Are You
A B.O.S.S. -- Boisterous, Omnipotent, Self Indulgent, Sociopath
by: Dr. Eric "Rick"
Johnson
Boisterous, Omnipotent, Self- indulgent Sociopath.
Avoid the B.O.S.S. syndrome with five leadership principles that
translate academic leadership theory to real world, 21st century
application.
There are many academic theories published on leadership. Some of
these theories include:
Participative Leadership
Patricia McLagan & Christo Nel state that, "leadership
is about breaking new ground, going beyond the known and creating
the future." They talk about new governance requiring effective
leadership to create a future. McLagan and Nel report that the shift
to increased participation changes their view of effective leadership.
They believe that leadership, as a concept, is unstable. They also
believe that notions of formal leadership expected from leaders
are confused with notions of the individual leadership expected
from everyone in the institution.
Transformational Leadership
Richard L. Daft raises the question, "What kind of people can
lead an organization through major change?" Daft points out
that transformational leadership is characterized by the ability
to bring about change through innovation and creativity. This type
of leader motivates people to not only follow their lead but to
believe in the vision of corporate transformation, the need for
revitalization, to sign on for the new vision and help institutionalize
a new organizational process.
Situational Leadership Theory (SLT)
SLT suggests that leaders adjust their styles depending on the maturity
of their followers, indicated by their readiness to perform in a
given situation. Readiness is based on both how able and willing
people are to perform required tasks. The Heresy Blanchard theory
developed a model that depicts the different leadership styles necessary,
ranging from delegating (observe and monitor) to participating (encourage
and problem-solve) to selling (explain and persuade) to telling
(guide and direct).
Fiedler's Contingency Model
The Fiedler leadership model is similar to SLT because it is based
on a match between leadership style and situational demands. However,
the similarity ends there as Fiedler's theory states that the amount
of control a situation allows the leader is a critical issue in
determining the correct style to use.
Path Goal Leadership Theory (PGLT)
Robert House advances the PGLT that suggests an effective
leader is one who clarifies paths though which followers can achieve
both task-related and personal goals. Effective leaders help employees
progress along these paths. House goes on to identify four leadership
styles in his theory. They include:
1. Directive Leadership: Clarity of expectations & clear directions
2. Supportive Leadership: Making work more pleasant
3. Achievement-oriented Lead: Challenges goals, continuous improvement
4. Participative Leadership: Involving employees in decision making
Vroom-Jago Leader-Participation Model
The Vroom-Jago Participation Model is designed to present
a choice on the method used based on the nature of the issues at
hand. Vroom- Jago developed three alternative decision methods:
1. Authority Decision: A decision made by leadership & communicated
to the employees
2. Consultive Decision: A decision made by the leader after receiving
information input and advice from employees
3. Group decision: A decision made with full employee participation
The key to this style of leadership is the ability to recognize
which decision model fits each circumstance. Execution of each method
becomes critical to avoid confusion.
Just the review of a few theories reminds us of the complexity of
leadership. It also makes it clear that being in a position of power,
does not, in itself, make one an effective leader. So what happens
in the real world on a day-to-day basis with people in positions
of power?
People who attain positions of power, whether it is C.E.O., Vice
President of Sales, C.O.O., Sales Manager, Branch Manager or another
position of authority, reach these positions for a variety of reasons.
The reasons are not always a result of competency and hard work;
these positions are not always earned. Alternative reasons for being
promoted to positions of power include:
Nepotism
Politics
Being in the right place at the right time
Personal relationships
Extraordinary suck-up behavior
Being the tallest in the land of midgets
Failure to recognize the "Peter's Principle" - Promoted
beyond the individual's ability to handle the new responsibilities
Success is defined by the quality of leadership at all levels in
the organization. Acting like a B.O.S.S. is not a demonstration
of leadership.
If a company is to survive in this century, meeting all the challenges
of today's environment, leadership is critical. It is especially
critical and quite clear that the company must have one leader at
the top that will take the responsibility and accept being held
accountable for the results. This includes the development of a
team that embraces the concept of effective leadership throughout
the organization at all levels. The issue, however, is in the term
leadership. This person must be a leader, not a manager, not a CEO,
not a president and not an owner. Oh, he can be called any of these
things too, but first and foremost he must be a leader that has
a vision and a passion to succeed.
Employees want to take pride in their leaders. They are eager to
give their trust, but demonstrating the kind of leadership character
that deserves that trust cannot be over-emphasized. Don't let your
employees down. Character is built around a true concern for the
people within the organization. It is based on fairness and consistency.
It is not based on the autocratic authority of the B.O.S.S. syndrome.
The effectiveness of a true leader is not measured in terms of the
leadership he or she exercises. It is measured in the leadership
evoked. It is not measured in terms of power over subordinates,
but in terms of the power released in subordinates. Leadership is
not measured in terms of goals and objectives, but it is measured
in terms of the accomplishment of others as a result of that leadership.
Leadership is not measured in the decisions made, the costs cut
or the plans made. It is measured in terms of the growth in confidence,
sense of responsibility and acceptance of accountability by the
employees that are a result of that leadership. The final test of
a true leader is that they leave behind in others the conviction,
ability, eagerness and will to carry on.
There are five principles that translate academic theory into real
world application in order to guarantee avoidance of the B.O.S.S.
syndrome.
#1. Communicate
Leadership without communication is like a gun without
a bullet. It looks impressive but it can't do anything.
Next to people, communication is the most critical element to success,
whether the company is in a growth mode or facing challenges to
maintain market share. Failure to communicate is like a virus that
can lead to total failure. Communication is essential to developing
trust. Trust is necessary to get people to reach down deep inside
and give everything they have under the most difficult circumstances.
Trust will allow people to give their discretionary energy to meet
objectives.
The reason people follow any leader, especially in the business
world, is due to trust. The only way to develop trust is through
communication - talking to people with respect to gain their respect.
Respect is a key ingredient in developing trust. Trust is gained
when people think their employer cares about their welfare and recognizes
the role each plays in creating a profit. People have to think that
the company not only cares about their problems, but that the company
will make every effort to solve them.
Leadership and communication are intertwined. Together, they help
create solidarity. Solidarity implies a unity within a group that
enables it to manifest its strength and exert its influence. This
is particularly true when a business is facing challenges from the
competition, the external environment, changing market conditions,
or economic pressures. Unity describes a oneness of diverse, individual
parts making up the whole. It is an achievement that occurs only
with appropriate and precise action and leadership.
Communication is the first spark in leadership. It will hold the
company together. Nothing else is so crucial to survival and solidarity.
It is especially important that the message is consistent throughout
the management team. No single factor plays a more precious role
in building and preserving trust amongst the employees than communication.
It is a make or break issue.
Miscommunication, rumors and garbled messages cause conflict and
distrust. Don't settle for second-rate communication, it's too critical
to success. Avoiding informing all employees, specifically on matters
that affect their lives, is like playing with fire. This kind of
action breeds resentment, distrust and paranoia.
#2. Commitment with Passion
Employee commitment will soar if the entire executive staff
demonstrates a passion for success. Excitement breeds excitement.
Success breeds success. The more consuming the desire to succeed,
the more leadership is demonstrated, and this draws support from
the employees. The President, as the leader of the executive staff,
sets the stage. Other managers throughout the organization must
follow suit. If the company fails to meet its objectives, chances
are the leader did not set the proper environment for success. The
leader's intensity, focus, drive and dedication, along with these
same attributes from the executive staff, are the determinants of
the level of commitment provided by the employees. Commitment won't
survive if leadership doesn't exist. The leader must be proactive
and publicly demonstrate leadership, confidence and commitment.
If you lead through fear and intimidation using the old "Slap
and Point" methodology, you will have little respect; but if
you lead with confidence, integrity, commitment and respect, you
will have little to fear and gain the respect necessary to accomplish
your vision.
#3. You don't have to have all the answers
A Common Fallacy: Have All The Answers
A mistake many leaders make is the self-imposed responsibility to
have all the answers. This is just not accurate. It is okay to admit
to not having all the answers. Good leaders are willing to show
their imperfections. Surround yourself with a solid executive team
and you don't need all the answers. No one expects perfection, just
leadership. Being a leader doesn't grant you supreme knowledge.
A cosmic truth states: give before you receive. Being the B.O.S.S.
by mandating new rules, stipulations, threats and unreasonable demands
does not promote unity or trust. It is destructive to the kind of
attitude required to succeed. Employee consideration and input is
absolutely essential to success. The company needs employee support,
trust and respect. But, the company must give before they receive.
The leader must know when to lead and when to listen before acting.
It is often surprising how much employees can and will contribute
if you give them the opportunity to do so.
#4. Employees: The Most Precious Asset
Developing a team is not that difficult if employee development
is a priority.
Every employee wants to feel that they have a voice and can be heard.
They want to know that management knows they exist and what their
contribution is. They want the satisfaction of doing a good job.
They want to prove their talent to achieve the desired results.
If they are challenged, they will become self- motivated.
People enjoy other people. Most derive satisfaction from interaction
with their peers. Recognition is icing on the cake. Employees find
the social aspect of the workplace rewarding if the environment
is positive and conducive to success. Make coming to work enjoyable
for the employees. Create ways to challenge as well as entertain
your employees. Provide the opportunity for social interaction.
There are a number of ways to do this, from a once a week company
sponsored lunch to monthly breakfast sessions with the president
to talk about current issues and new events.
Recognition and praise raises self-esteem. Positive feedback and
ample communication allow employees gratification and a newfound
confidence in the organization. Employees need to feel some sense
of power. Most employees derive satisfaction by having an influence
over something or someone. Leadership is an inborn trait to some
degree in every human being, some more than others. Allow the employees
the opportunity to demonstrate leadership in some form or fashion.
Create work teams, committees and projects that motivate by presenting
the opportunity to make decisions and be a part of the overall process
of meeting strategic objectives.
Organizations in the 21st century that dominate market share have
characteristics that often create a large and incredibly complex
set of independent relationships between highly diverse groups of
people. They recognize the value of their employees. Organizations
experiencing problems with staffing and retention may find it isn't
due to bad hires or a low unemployment rate. In fact, such problems
may be related to poor leadership insight by not recognizing employees
as a core competency in the business strategy. Although employees
may not fit the strictest definition of a core competency, it is
a fact that employees are the ones responsible for creating many
of the core competencies. It is an indisputable fact that failure
to recognize the importance of employee contributions will ultimately
lead to failure, regardless of your business strategy.
#5. Empowerment
Allow the employees to take risks and demonstrate initiative.
Empowerment is a trait used by most effective leaders. The rewards
of empowering your employees are far greater than the risk. Give
them some independence in choosing their work schedules or other
factors that won't affect overall objectives. Empowering employees
allows them to use their own initiative and creativity to accomplish
things you never imagined they could.
Employees must take ownership in the success of the organization.
This means they must become part of the strategy employed by the
company. Acknowledge their presence and contributions, and praise
them at every opportunity. But, be sincere. Jack Welch, former CEO
of General Electric, had a favorite method of sending personal handwritten
notes to employees who demonstrated some form of success. The employee
issue cannot be emphasized enough.
Winning organizations continuously build leaders at every level
in their organization. Leaders who actively attempt to mentor and
build other leaders gain respect throughout the organization and
transfer knowledge, ideas, values and attitude about success. Effective
Leaders demonstrate these attributes:
A sense of urgency
Project and articulate the vision
Create stretch goals
Develop trust and a spirit of teamwork
Develop realistic expectations for success
Promote an environment of success, trust and belief
Honesty-to tell the truth-to do the right thing-no hidden agendas
Integrity and respect-responsive-recognizing employee value-empowerment
Passion - commitment
Motivate and inspire
Effective leaders must have an edge. They must be courageous enough
to take risk and have an unrelenting readiness to act. Popularity
is not a requirement, but the ability to generate respect from the
employees is, without a doubt, one of the most critical attributes.
They must be relentless in their efforts, unconcerned about personal
sacrifice of their time, and willing to go beyond normal expectations.
Tough decisions are commonplace; uncharted territories will be the
norm. Honesty and impeccable character are musts.
Leadership is often described as the art of getting people to accomplish
specific objectives. However, organizations are complex social entities
with widely distributed responsibilities and assets. Unilateral
action toward specific objectives is seldom sufficient in itself
to create the kind of success expected for a company seeking growth
and increased market share. Leadership is key to harmonizing diverse
group interest into a focus-specific mode that supports the mechanics
of execution. Those mechanics must include empowerment. The focus
is on the way managers orchestrate activities and events and engage
others in tasks, empowering them so that the desired results are
realized. Action is key and is implicitly equated to professional
leadership. This skill is subjective and often artistic. It varies
with every situation and every individual. Leadership skills can
be enhanced and fine-tuned but a basic ingredient of humanistic
understanding must exist to create a platform for leadership development.
Leaders get results. They make things happen. They continually advance
a clear agenda, get others to buy in and move the organization to
accomplish specific objectives. They are explicit, consistent, concise
and sincere. They generally have an abundance of charisma although
some leaders gain success with a quieter influence. Leaders take
charge and are not afraid of responsibility or risk. Most people
want to follow them. A good leader develops openness, honesty, clarity
of purpose and a sincere caring for the people they lead. They gain
commitment and trust by demonstrating respect for the individual.
They have a keen sense of understanding. They believe in their task,
they understand the objectives, they communicate clearly and they
honestly project the understanding that they need the efforts of
everyone to succeed.
Effective Leaders just don't act like a B.O.S.S. It's not in their
nature. Don't be a B.O.S.S. Be a leader. If you would like a checklist
on effective leadership, please email Info@CEOStrategist.com
to request a copy.
Dr. Eric "Rick" Johnson (rick@ceostrategist.com)
is the founder of CEO Strategist LLC. an experienced based firm
specializing in Distribution. CEO Strategist LLC. works in an advisory
capacity with distributor executives in board representation, executive
coaching, team coaching and education and training to make the changes
necessary to create or maintain competitive advantage. You can contact
them by calling 352-750-0868, or visit http://www.ceostrategist.com
for more information.
Rick received an MBA from Keller Graduate School
in Chicago, Illinois and a Bachelor's degree in Operations Management
from Capital University, Columbus Ohio. Rick recently completed
his dissertation on Strategic Leadership and received his Ph.D.
He's also a published book author with four titles to his credit:
"The Toolkit for Improved Business Performance in Wholesale
Distribution," the NWFA & NAFCD "Roadmap", Lone
Wolf-Lead Wolf-The Evolution of Sales" and a fiction novel
about teenagers called "Shattered Innocence."
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