The Downside of Poor Leadership Behavior
He doesn’t see me! She doesn’t care about me . . . We never know what he’s thinking . . .
Of the many profiles of leadership behavior, three that we encounter very often may unintentionally confuse and demotivate team members. This blog explains how these extreme behaviors in combination can be unintentionally hurtful. While leaders with any of these profiles may be challenging to work with, their intentions are likely positive.
High Assertiveness with Low Sociability
Most leaders benefit from being proactive, taking risks, and assertively advancing the organization. When paired with an inward-focused mindset or lower sociability, they may appear to prioritize achievements without regard for those tasked with executing these goals. They might overlook the people aspect.
At FS/A, we have worked with many surgeons and successful leaders who fit this profile. When asked how they make others feel, most are shocked when presented with feedback from their team that differs greatly from their own perceptions. They do not intend to de-energize others. For example, the characters Tom Cruise plays in Mission Impossible and Top Gun exemplify this combination of behaviors.
Low Assertiveness with High Calmness
These leaders are risk-averse and often struggle to communicate their future aspirations effectively. Coupled with a high level of calmness, they may appear slow to act and react. This behavior is frequently observed among technical professionals in fields such as science, engineering, and technology. They require time to think and to feel safe and secure before acting.
High Assertiveness with Low Calmness
A bull in a China shop! These leaders act swiftly, take initiative, and shake things up with remarkable energy. It may seem that they don’t notice others or consider how their actions affect people’s feelings. They are making things happen!
These leaders have numerous top priorities, and they demand that others accomplish more in less time while quickly shifting between the changing priorities. This reaction is not intentional; it stems from how they themselves respond under pressure.
Respect these leaders if it is obvious that their intentions are in the best interest of the team, not themselves. The purpose behind their behavior is crucial. Those with less self-restraint and a diminished interest in the organization’s long-term success can seem demeaning and de-energizing, ultimately hindering the organization’s ability to thrive.
For example, my mentor, Michigan Football Coach Bo Schembechler, was highly assertive and showed little calmness. Nonetheless, we always knew he was there for us, for the team, and to take us to places we could not reach on our own. His focus was never on how he was perceived; it was always on what was best for the team.
What Is the Purpose Behind the Behavior?
Let’s acknowledge that each of us is unique in how we act and react under pressure. However, our purpose—our why—can either alleviate stress or escalate tension. When we operate in service of the team first, our actions will be understood, forgiven, and embraced as we choose to collaborate.
If this behavior is viewed as self-centered for a leader’s personal gain, then it becomes de-energizing, and only those team members with no alternatives will remain part of the team, whose fate is underperformance.
Each of us is unique in our behavior under pressure. As we adapt our actions over time to be more intentional, we will be more successful in achieving the desired outcomes for our families, businesses, and communities.