| Is your or your boss's determination to prove | | | | turnaround, disregarding the process of |
| leadership ability unconsciously translated | | | | buy-in from others. Patience is a real |
| to an aggressive, know-it-all style? Do you | | | | challenge for this type of boss since she |
| find that management insists that you provide | | | | wants to look good now. |
| "the goods" but when it comes to lending | | | | |
| support, they generally appear inaccessible? | | | | 4.Refrains from contributing solutions when |
| | | | problems or crises arise. Characteristically |
| What is arrogance, but an over-inflated sense | | | | takes a position of, "So what are YOU going |
| of one's position and value, combined with an | | | | to do about it?" To this type of manager, |
| attitude that somehow you are above everyone | | | | others' challenges do not really matter much |
| else? Such a self-absorbed, elevated sense of | | | | to him. While this response could potentially |
| ones' self can easily lead to a devaluing of | | | | develop a stronger ability in staff to |
| what others have to offer, thereby | | | | independently solve problems, it is just as |
| undermining opportunities for sound sharing, | | | | likely to leave them feeling unsupported and |
| feedback, support of management initiatives, | | | | resentful. |
| etc. When people realize that no one is | | | | |
| listening to them, they will naturally | | | | 5.Operates under the mantle of a |
| refrain from communication. Thus, arrogance | | | | "know-it-all", essentially refusing to |
| at the top can be very costly to morale, | | | | entertain other points of view. |
| productivity, and loyalty throughout all | | | | |
| levels of the organization. | | | | Sees challenges to his ideas as threats to |
| | | | his authority. Cultivates an underlying |
| Blinded by their own arrogance, such managers | | | | message of "just do as I say - I am not |
| are pretty unlikely to perceive this quality | | | | particularly interested in listening to |
| about themselves, and most likely need an | | | | anything else." Ironically, underneath it all |
| objective third party, like a mentor or | | | | he harbors self-doubts about his competencies |
| coach, to open their eyes to a more | | | | at motivating others, so overcompensates by |
| constructive leadership style. While | | | | demanding results while offering little or no |
| truthful, open evaluation of how one is | | | | support. |
| perceived up and down the chain may be | | | | |
| challenging to accept, the result of not | | | | 6.Heads up a dysfunctional, ineffective team |
| doing so may exact a costly toll to both | | | | that has so developed out of a lack of |
| employees and the organization itself. | | | | proactive guidance. The unfortunate |
| | | | individuals who report to this type of |
| Investing in leadership competencies is one | | | | manager can find themselves afloat on a |
| of the essential steps in developing solid | | | | rudderless ship, out of the radarscope of |
| management. Building awareness, followed by | | | | what should have been an involved captain. |
| good coaching and modeling, would serve to | | | | |
| support a more positive, engaged leadership | | | | 7.Can appear defensive about her performance, |
| style. | | | | deflecting blame onto others' "incompetence" |
| | | | when goals are not achieved or projects go |
| Take a look at the eight following telltale | | | | wrong. Could benefit from a professional |
| signs indicating that a leader is in need of | | | | coach or dedicated mentor who offers direct |
| development around inter-personal attitudes: | | | | observation and truth telling. |
| | | | |
| 1.Treats subordinates in such a way that | | | | 8.Can be overly competitive, straining to |
| devalues them in order to prop herself up. | | | | reach the top levels of performance or |
| She thrives on her position in the hierarchy | | | | promotion. Places far greater emphasis on |
| and lets everyone else know it. | | | | developing his organization "face" rather |
| | | | than developing growth in others. Concerned |
| 2.Such a manager cultivates an atmosphere of | | | | with creating positive impressions of himself |
| intimidation, stifling others' ability to | | | | at the expense of recognizing others' |
| collaborate, communicate, and share doubts or | | | | contributions. Unfortunately, collaboration |
| concerns. Characteristically, an arrogant | | | | is not part of his management vocabulary. |
| manager comes across as inaccessible and | | | | |
| potentially unapproachable, because they do | | | | For effective ways to deal with some of these |
| not listen well to others. | | | | communication frustrations, see the article |
| | | | on Powerful Tips to Improve Communication |
| 3.Demands immediate results or rapid | | | | With Your Boss by Marla Platt. |