Thursday, July 18, 2019

Adverse Leadership Model

SOU 4 obstinate leading puzzle Jeff Mais Texas A & M University trade Introduction During this semester we have looked at well-nigh(prenominal) positive leadinghip theories, from the most unsubdivided to the more complex. Leadership takes on many different roles and responsibilities of both the attracter and accomplice. most attractors have the inherent competency to lead their chase flourishingly, merely new(prenominal)s sessnot. iconoclastic loss lead (Padilla et al, 2007) is such a speculation that has been introduced with devastating companion outcomes. This could be viewed in s perpetuallyal ways a well-grounded leader with mediocre pursual or horrid leader with good colleagues.Bad or ominous lead keister imprint the retainer outcomes and ultimately create a terrible make water purlieu for the following. short(p) leaders end have a prejudicial impact on employees and capacityiness even damage the accompanys bottom grade (Leviticus, 20 10). In this publisher we testament further examine the wayward leadership imitate in construe 1 and explain this model from the leader, follower, environment and outcomes. ominous Leadership Model The Adverse Leadership Model (ALM) is a model that focuses generally around no-account leaders and subservient followers.Looking at soma 1, we will start with explaining the various characteristics of the bad leader poor communicator, micromanager, sets unclear expectations, uses intimidation, and poor commonwealth skills. These 5 characteristics define the bad leader and help create the poor environmental conditions examined further. * pathetic Communication unretentive leaders dont value chat with their employees. A poor leader business leader spend long periods of time extraneous from his desk or office or readiness ignore mental faculty emails and teleph whiz messages.Listening to others is a low priority, and poor leaders fail input from staff and might not seem t o c ar about staff opinions (Leviticus, 2010). * Micromanager Micromanagers are very involved in the smallest expand of the followers jobs and/or projects. This fount of leader behavior mass make followers feel unequal at their jobs and it typically referable to insecurities of the leader. * Sets undecipherable Expectations Failing to set clear expectations by the leader rat frustrate followers and hinder their ability to be successful.A leader who doesnt set clear expectations might not give all of the details think to to a project or suddenly move the referable accompaniment creating a moving target for followers. * Uses determent Leaders might intimidate or bully their followers. Workplace bullying has been an on-going discussion within the realm of leadership. This type of behavior butt joint decrease worker morale and ultimately could increase turnover. * Poor mickle Skills People skills are critical to becoming a great leader, however leaders substructur e be negative populate who dont make do how to motivate others.In addition, leaders with poor people skills cannot consider any other opinions besides their own. Looking at the characteristics described above, they are all contradictory to the transformational leadership system putting value into the followers opinions and split employees complete their tasks. Often quantify the followers have characteristics that enable the leader to anticipate in an adverse leadership role. However, these followers might not under stick up how to disclose a good leader from a bad leader. Some of the characteristics include down in the mouth self-esteem, Un intriguing, depressive disorder maturity, wee or no core value, and disengaged. Low self-esteem pursuit with low self-esteem might not have the skills necessary to confront a bullying leader or one that uses intimidation. * unenterprising These followers have little drive and consider their current mooring to be the best they wi ll ever do. Having a follower that isnt ambitious would be easy for the transformational leader to motivate, ascribable to their ability to engage them and make them part of something larger. * Low maturity Often times a follower with a bad leader can be immature and immature, lacking both self-esteem and confidence.This makes it easier for the bad leader to intimidate and control the follower. * brusque or no core values The follower must have some kind of core values in order to be a successful leader. If they do not, then the leader can often times take favor of this and exploit the followers weakness in order to remain in control. * Disengaged The disengaged follower treats their current position as a job. They are similarly known as clock punchers, only there to realize a paycheck and are not worried about the company in any way.Although these characteristics are not in demand(predicate) in a traditional leadership example, they make it easier for the adverse leader t o blow up creating a chaotic environment for the workplace. As we further examine figure 1, we can see a target line amidst the leader and follower, but no line back from the follower to the leader. This is because in the adverse leadership model, the leader is primarily a dictator and doesnt consent to for a healthy leader-member exchange. This could be due to insecurities by the leader and fear of macrocosm out performed.Moving outside of the leader and follower characteristics, we can examine the environment created by this type of leadership. High stress, alienation, and segregation are all felt by the follower due to the dyadic relationship between the leader and follower. High stress can lead to disruption of productivity amongst the aggroup members and other health related issues. Creating a negative atmosphere can take place because fear can cause stress, and in extreme situations, reductions in performance and efficiency (Riggio, 2009). delirium and segregation by th e leader can also create a odour of betrayal within followers this can also allow the members to form sub-groups that work further alienated from the remaining followers. sequestration amongst other team members removes the cohesive fastening that should be cultivated by the leader. further studies by Liu et al. (2012), have revealed a direct correlation between bad leadership and follower creativity. The final portion of the adverse leadership model has to do with follower outcomes, depression and worthlessness.These outcomes are detrimental to the companys success, due to health related issues from depression alone. Approximately 18. 8 one thousand million American adults, or about 9. 5 percent of the U. S. population age 18 and older in a presumption year, have a depressive disorder (depressionperception. com). This doesnt include the other health related issues that could be a direct progeny of working in a disagreeable environment. In addition to being depressed, follo wers might feel worthless due to intimidating behavior by the leader. This could also come from bullying by other co-workers who choose to emulate the leaders social cues.In conclusion, bad leaders can only breed more bad leaders and the only way to stop it is to file complaints with HR or stand up to the bad leader, identifying issues the followers would worry to change to be productive and work in a stress let off environment. References Leviticus, J. (2010), The top signs of poor leadership. Retrieved from http//smallbusiness. chron. com/top-signs-poor-leadership-31537. html Liu, D. , Liao, H. , and Loi, R. (2012). The fantasm side of leadership A three-level investigating of the cascading effect of abusive supervision on employee creativity.Academy of Management Journal, 55(5), 1187-1212. Padilla, A. , Hogan, R. and Kaiser, R. B. 2007, The toxic triangle blasting leaders, susceptible followers, and conducive environments, The Leadership Quarterly, 18, 176194. Riggio, R. (2 009), How to blot a bad leader. Retrieved from http//www. psychologytoday. com/blog/cutting-edge-leadership/200905/how-spot-bad-leader Adverse Leadership Model Figure 1 Adverse Leadership Model Figure 1 Adverse Leadership Model Environment * High nidus * Alienation * Segregation Environment * High Stress * Alienation * Segregation henchman Outcomes . embossment 2. slowness Follower Outcomes 3. Depression 4. Worthlessness Follower Characteristics 1. Low Self-Esteem 2. Unambitious 3. Low Maturity 4. Little or No Core Values 5. Disengaged Follower Characteristics 6. Low Self-Esteem 7. Unambitious 8. Low Maturity 9. Little or No Core Values 10. Disengaged Leader Characteristics 1. Poor Communicator 2. Micromanager 3. Sets Unclear Expectations 4. Uses intimidation 5. Poor People Skills Leader Characteristics 6. Poor Communicator 7. Micromanager 8. Sets Unclear Expectations 9. Uses Intimidation 10. Poor People Skills

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