The Collateral Damage of Poor Leadership

behaviors

Leadership is one of the most important factors in determining the success of an organization.
It directly affects employee motivation, productivity and importantly, their performance.
Implying, bad leadership can result in high rates of attrition and poor employee retention. It is
crucial to understand the traits of a bad leader and realize the impact it can create before the
business suffers.

Over the span of our careers, most of us have had the unfortunate experience of working
under a bad leader. What comes to mind when you think of bad leadership behaviors? A
survey of 1000 employees by Bamboo HR lists the following behaviors that employees list as
the top 10 bad behaviors – along with the percentage of employees who considered such
behavior as a deal-breaker.
Top 10 bad leadership behaviors
 Here are the top 5 poor leadership behaviors that make
employees quit.

“People leave managers, not companies” is a very common thought while talking about
corporate businesses. Managers or leaders have a very lasting impact on their team members.
They decide the project, the teams that shall work together and also determine the promotion
criteria for the employees. Looking at the downside of this, the behavior of a manager can as
well deeply damage the motivation of an employee, his/her productivity and performance. This
results in high employee turnover rates and poor employee retention strategies. Some of the
poor leadership behavior that makes an employee quit the job can be summarized as:
 The style of management a leader follows

The management style practiced by a leader greatly influences the behavior of his/her
subordinates. Different teams, projects, and businesses need different management styles. A
leader should consider the needs of his team members in order to effectively manage them.
The wrong management style hurts everyone. Your perfect leadership style needs to align with
your own skills, personality, and experience. It should also be suiting the culture of your
organization and adhere to the needs of your team.

The condescending attitude of a manager

The issue of a condescending superior runs rampant in the business today. Condescension is
usually a tone of voice where the words of a person are not the main issue. The way a leader
communicates to his team members can make them feel as if they are being spoken down to,
like a child or a brand new employee in an organization who has no idea about the work. This
feeling tends to create a sense of dissatisfaction among the employees .

Bad temper of a leader

I have learned that in order to become a good leader one must rise above the passions of the
moment and maintain a level head, even in very tense situations, good leaders should be quick
to listen and slow to anger. It is important for leaders to be patient with their team members in
order to win their trust. Angry bosses are rarely effective and it tends to create a negative
influence on the subordinates.

Inappropriate behavior
At an organizational level, bad or inappropriate behavior can have a tangible impact on
profitability. As a leader, one should avoid practicing any such behavior which results in
employee dissatisfaction or hinders their performance. A leader should be concerned about his
team members and make them feel valued at work.
 Harassed employees

It is up to the leaders of an organization to promote an inclusive culture with a zero-tolerance

policy against any type of harassment. Leaders should be aware of the problems or issues faced
by his team members and should make sure that the employees do not face any kind of trouble
or harassment while at work.

Numerous surveys over many years have corroborated the fact that bad leadership behaviors
lead to poor employee engagement, poor organizational culture, and low productivity. It can
be safe to say that the money spent by organizations on leadership development is much more
beneficial than the cost it has to incur as a result of poor leadership.

Still, don’t see bad leadership as a serious problem? Take a look at the numbers from a survey
by Harvard Business Review. The employees who felt that their leaders were disrespectful to
them admitted to the following behaviors.
  48% INTENTIONALLY DECREASED THEIR WORK EFFORT.
 47% INTENTIONALLY DECREASED THE TIME SPENT AT WORK.
 38% INTENTIONALLY DECREASED THE QUALITY OF THEIR WORK.
 63% LOST WORK TIME TRYING TO AVOID THE OFFENDER.
 66% SAID THAT THEIR PERFORMANCE DECLINED.
 78% SAID THAT THEIR COMMITMENT TO THE ORGANIZATION DECLINED.
 25% ADMITTED TO TAKING THEIR FRUSTRATIONS OUT ON CUSTOMERS.
Bad leadership is not only detrimental to morale and productivity, but it also has a negative
cascading effect.

Some of the obvious effects of poor leadership behavior are

 LACK OF TEAMWORK
 SILOS WITHIN THE ORGANIZATION
 LOW MORALE
 HIGH TURNOVER
 STATUS QUO VS. CONTINUOUS CHANGE AND IMPROVEMENT
 LOW OR NO INNOVATION
 PERSONAL BENEFITS TRUMP TEAM OR ORGANIZATIONAL GOALS

How to identify and rectify poor leadership behaviors?

One of the best ways to identify bad leadership behaviors before they become a serious drag
on employee engagement and productivity is to foster a culture of honest feedback. As most
employees are uncomfortable offering feedback to their leaders, the best way to start is by
having anonymous 360-degree feedback of all leaders on a regular basis – at least once a year.
Once bad leadership behaviors are identified, give the leaders some coaching to address these
behaviors. If there is no significant improvement in the leader’s bad behavior, it may be
prudent to let the leader go. Sometimes, firing a single toxic leader is more than enough to
improve the morale of the entire team!
 Complimentary Global Leadership Assessment (GLA360) for your
leadership team

Every month we offer a limited number of complimentary Global Leadership Assessment

(GLA360) to selective clients. The GLA360 is rooted in groundbreaking research conducted by
Marshall Goldsmith (#1 Leadership Thinker and Executive Coach), involving CEOs of Fortune 100
companies, global thought leaders, and international business executives of organizations on 6
continents. The GLA360 articulates and measures the top 15 most pressing competencies for
today’s global leader. It shows leaders the areas they need to develop in order to succeed in a
competitive business environment.

Here are some of the features of the Marshall Goldsmith Stakeholder

Centered leadership development coaching process.

 GUARANTEED, MEASURABLE LEADERSHIP GROWTH AS ASSESSED – NOT BY US – BUT

BY THE LEADER’S OWN STAKEHOLDERS
 UNLIKE TRAINING OR EXECUTIVE EDUCATION PROGRAMS, THE ENTIRE TEAM WILL BE
INVOLVED IN DOING THEIR DAY TO DAY WORK
 THE LEADER BECOMES THE COACH AND IT HAS A CASCADING EFFECT ON THE TEAM
 IT IS A SYSTEM FOR CONTINUOUS IMPROVEMENT FOR LEADERS THEMSELVES AND
THEIR TEAMS
 IN A STUDY OF 11,000 LEADERS ON 4 CONTINENTS – 95% OF THE LEADERS USING
THIS PROCESS IMPROVED!
 THIS IS THE EXACT SAME PROCESS THAT HAS BEEN USED BY 150 OF THE FORTUNE
500 COMPANIES TO GROW THEIR LEADERS
 WE ARE SO CONFIDENT OF THE PROCESS THAT WE WORK ON A NO-GROWTH NO PAY
BASIS (DON’T TRY THAT WITH OTHER VENDORS, LOL!)
Schedule an exploratory 15-minute conversation with our leadership adviser today!!

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We also offer stakeholder centered leadership coaching – which has an effectiveness rate of
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