Oriented leadership Achievement
Many people have worked for a poor boss at some time in our career — the micro- particularly the supervisor who takes credit for everybody’s work, the yeller, the softy and supervisor.
There are some managers who are so concerned with looking better than others that leadership is viewed by them as a contest. They really compete against their staff as opposed to working together.
They do that by always needing to be appropriate, getting in the last word and pushing their ideas, regardless of their soundness — in an effort to maintain a feeling of superiority. To them you are either a winner or a loser.
Each encounter is viewed by these supervisors as a competition they need to win. They mistakenly believe that this will prompt their employees to try harder or at the very least mimic their behaviours and become more adept.
Not only do these aggressive leaders compete against their employees, they also consider the greatest way to get maximum effort will be to support staff to compete against each other. They are always holding some type of competition, constantly comparing employees and rewarding individuals according to conquering someone else.
My research shows the greatest managers make people feel their private efforts are valued and focus more on getting staff to work together. They create a culture where people are inspired to set goals, take measured risks and have control over their work. Establishing this environment might be the most significant success-associated task a supervisor may do.
Often, internal competitions ruin collaboration, teamwork and co-operation. In today’s environment, even in sections where folks work independently and on different jobs, cooperation is critically significant. Contests damage relationships.
You should discuss with your folks what is occurring in the organization. Staff need to understand how good things are, or aren’t, and what the expectations are. Too often, leaders keep this info “close to their vest”.
Great supervisors listen to workers- about work-related matters, but also about their private hopes and anxieties. Also, although this will not only garner significant information regarding the organization establish a trusting, give and take relationship.
It truly is crucial that you provide positive reinforcement for behaviors which could end in job accomplishment, even if they don’t.
While it is critical to reward effort, it’s even more important to observe goal achievement. Doing this sends a message of the significance.
A basic truth here is: Everyone who begins with an organization actually wants to lead and has fantasies about making a difference.
Ultimately, promote only managers who are rather competitive and have a high accomplishment believing style. Prior to making any forwarding by utilizing sophisticated assessment tools, a constructive attitude can be determined.
My question for managers this week: Is the approach and behaviours currently creating a competitive or an achievement -oriented culture in your organization?