Some managers exhibit self-defeating behaviors, which can have significant impact on a team and the ultimate results of an organization. Some self-defeating behaviors include: (1) inability to build relationships; (2) failure to meet business objectives; (3) inability to lead and build a team; (4) inability to adapt; and (5) inadequate preparation for promotion (Penn State University, 2013, Lesson 5: Style Approach). One specific management team, some of who have been in management roles for over thirty years, exhibits the following self-defeating behaviors: failure to meet business objectives; inability to lead and build a team; and inability to adapt. Self-defeating behaviors appear incompatible with being a leader, and I will discuss how they influence the organization.
To begin, these managers are in a position of legitimate power – they are all Partners and own portions of the company – as well as expert power – they know a lot about the product and how to do produce it (Northouse, 2013). However, these individual are not leaders. First of all, they are unable to meet business objectives in the sense that they are not able to cope with change, conflict, or mistakes. They often “throw people under the bus” so-to-speak whenever something goes wrong (usually their own doing). Also, this failure to meet business objectives coexists with an almost chronic tendency to get distracted. Often, employees (and probably clients) lament over having to meet with these individuals because they go off on tangents and are unable to stick to an agenda or stay on point and move forward. Secondly, these managers are unable to lead or build a team. They tend to hire people unqualified for a job and then be upset when they are not able to perform the job. If they are not hiring someone completely unqualified, they are hiring someone almost identical to them. They also micromanage any task, not matter how small or large, by trying to lead when they often have no relevant education, knowledge or experience in said area, other than being the Partner/owner. Lastly, they demonstrate an inability to adapt. Over the years, the company structure, employees and processes have changed. These managers exhibit strong resistance to change (i.e. they act like the company is still the same as it was in the 1970s, such as being more hierarchical, as well as being resistant to technological change – one manager has never learned and refuses to learn how to type – and, not paying attention to nor leveraging the strengths of its employees).
These self-defeating behaviors have real influence over the organization. First, the inability to meet business objectives translate into employee distrust, frustration, slow production, and even lost contracts. Secondly, the inability to lead or build a team contributes to low employee performance, stagnant overall organizational performance, disappointment, frustration, boredom, and errors. Third, the inability to adapt also leads to stagnant performance, frustration and errors. What is interesting is that these managers have remained in power despite these failures. What is true, and the reason why they have stayed in power is because these self-defeating behaviors result in turnover. Employees simply leave the organization, and thus it continues to perpetuate under its current mode of operation. It appears that until a major loss occurs, this will be the case.
References
Northouse, P.G. (2013). Leadership: Theory and Practice. Los Angeles: Sage Publications.
The Pennsylvania State University. (2013). Lesson 5: The Style Approach. [Lesson Commentary]. Retrieved https://courses.worldcampus.psu.edu/fa13/psych485/001/content/05_lesson/03_topic/07_page.html