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