There are many
factors that determine leadership effectiveness which are personality traits,
behaviors, and situational. So, in the world filled with agencies, the ultimate
difference between success and failure leaders is whether people want to work
with your teams or not (Panepinto,
2015). One of the most traits that attract people to be part of your team is
being nice leaders. According to Panepinto (2015) everyone from Richard Branson to Barrie Bergman has claimed
that being nice is in no way incompatible with being successful in business.
Basically, leaders who display integrity, compassion, the ability to forgive
and forget, and accountability are those who are what most of us would consider
nice. However, in his article, Barron (2014) argued that success depend on
being nice and he identified four specific problems that tend to appear when
leaders place a higher value on being nice.
The first problem
according to Barron (2014) is failure to deal with problem employees. Leaders
who want to be seen as nice tend to ignore employee problems. So, they will
lose their employees’ respect. The second issue is failure to set and maintain
high standards of performance which mean these leaders lower their standards
when employees complain about their high expectations. The third problem is failure
to act quickly. Many times nice managers prefer to wait because they hope the
situation will improve. The last problem that identified by Barron (2014) is
that equal distribution of rewards which make employees feel the reward system
is not fair and they attend to lower their performance. So, to avoid that Hughes,
Ginnett
and Curphy (2011) went on to describe the five
factor model of personality and in which average the effective leaders should
have these traits.
The five personality dimensions are
agreeableness, conscientiousness, openness to experience, neuroticism and
extroversion. The effective leaders according to Hughes,
Ginnett
and Curphy (2011) should score higher in
openness to experience conscientiousness and extroversion. On the other hand the
good leaders should be in average in agreeableness and neuroticism.
References
Barron, P. (2014). Why Nice Leaders
Fail: Peter Barron Stark. Retrieved from
http://www.peterstark.com/nice-leaders-fail/
Experience: Leadership attributes
(7th
ed.). McGraw-Hill Higher Education.
Panepinto,
J. (2015). Harvard Business Review. Retrieved from
ليست هناك تعليقات:
إرسال تعليق