I
have reviewed this circle over and over again and it just makes me sad to think
that this takes place within an organization.
Employees should never lower their confidence levels when they are need
of additional assistance or advice. I
can vividly remember in grade school a poster that many of teachers had that
said, “The only dumb question is the one not asked,” and I think that is 100%
true. I know that if I have a question
about something pertaining to my job I need to ask before I do it incorrectly
and do more harm than good. Asides from
many other questions the main question I had while reading about this “vicious
cycle” was, does this really take place and where? How can this be good business ethics or
practice and how could a leader think that fear is the best way to train and keep-in-line
employees?
I
am glad to say that this practice is not used at ERAU Worldwide. Many of the organizations I have worked for had “Open-Door Policies”
which means you could to go anyone ask them for help and would not be judged or
turned away. The effect of this style of
leadership is damaging to not only the relationship between the leader and
employee but also for the organization as a whole. These types of negative business and
leadership practices cast dark clouds over the organization which will in time
deter people from wanting to work there.
Although work environments are designed to be a place where people do
work, they are also a place where for many, they spend a majority of their
time, and those places need to have some type of appeal in order to attract a
person to come back day after day.
We
talk a lot about what the ideal leader is but we never talk about how their
characteristics can work for both a good and bad leader. I suppose it’s easier to relate to the good
strong influential and overall “good” leader than the bad but even this model
is not something leaders that are doing harmful things use. There is a certain level of stroking and
caressing leaders must do in order to promote positive and steady followers. The
figure above is rather repulsive and I suppose that it would be used by a leader with no heart
but below is how I would like to
see the circle recreated.
Reference
Obolensky, N. (2012). Complex adaptive
leadership, embracing paradox and uncertainty. Gower Publishing Company.
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