Stories are rife about incompetent leaders, whether in business, politics, sport or otherwise. There are many kinds of them. Psychologists and talent management experts have long known the three broad types of incompetent leaders. The first have the “moving away behaviours”, which is about a distance beg forged between the leaders and their supposed followers, through a lack of emotional connect. The next are the “moving against behaviours”, where the leaders end up dominating over their team members. A third is the “moving towards behaviours”, which is all about being excessively conformist, and not wanting to take a stance. But an even worse form of incompetency is absentee leadership. Here, the leader plays a laissez- faire role, but is a leader in name only. He/ she does not provide any authentic feedback, as a result the subordinate does not get to improve upon any of the areas. This is similar to the economics concept of rent- seeking.

Source:https://hbr.org/2018/03/the-most-common-type-of-incompetent-leader?utm_medium=social&utm_source=twitter&utm_campaign=hbr

Uploaded Date:20 August 2019

Surprisingly, the business world is littered with cases of leaders, who failed, as they were too efficient. They are highly task- focused. Instead, a more humane approach would serve them better. To bridge the gap, such leaders must engage in gauging authentic feedback and business intelligence regarding their industry. High- value ways need to be identified that may focus primarily on the people. Due time needs to be spent on self- observation and reflection. Many of us have limiting beliefs of different kinds. These need to be debunked altogether. These leaders must also practice self- management, that will inculcate a lot of beliefs they preach on. Building relationships, showing a dose of empathy, mentoring others and inspiring a team, are the soft skills they need to hone.

Source:https://hbr.org/2019/02/why-highly-efficient-leaders-fail?utm_campaign=hbr&utm_source=twitter&utm_medium=social

Uploaded Date:20 August 2019

A lot of company cultures have struggled due to the excessive focus on the What of results in pure numerical terms rather than the How of achieving the same. This has led to short term thinking or the lack of a coherent corporate strategy. As a result, high- performers, even if morally suspect, are garlanded at such cultures. A rewarding culture needs to be honed by the top company bosses. Promotions must generally follow the 60:40 rule. Under this, sixty percent of the reason for promotion are pure financial performance, but the rest forty percent depends on the leadership skills shown. Leadership is much more than a mere sum of the individual, disparate parts. Accountability is a concept most firms now practice. However, the consequent blame game does no one any benefits. The typically held formulas need a rethink. Key performance indicators, future potential and the wake of leadership- both positive and negative- need to be all counted together to assess promotions at the firm.

Source:https://www.strategy-business.com/article/Incentives-for-a-strong-leadership-culture?gko=45bf1

Uploaded Date:16 August 2019

The MIT Sloan Review has published a list of its twelve most relevant articles for the area of corporate leadership. The first one of them is on the most underrated skill in management as written by Don Kieffer, Todd Astor and by Nelson Repenning. Another is spot on for talent management, with the article titled as The Smart Way to Respond to Negative Emotions at Work. The same topic has also been explored in another article providing six principles at the global level. The age of uncertainty has been highlighted by another, while yet another has gone on to explain how digital and digitization are not the same. One has explored the meaning behind work, while another has delved in to the art of thinking, and how it has been lost. The choices of the younger generations has been the subject in one, with managing virtual teams, being the concern is one more. The tenth one deals with how some subordinates work in a manner, for the senior to fail. The last two discuss the control function and organization, relevant to management.

Source:https://sloanreview.mit.edu/article/12-essential-leadership-insights/

Uploaded Date:16 August 2019