The End of Bad Leadership: A Call for Constructive Change
Leaders today are often viewed with skepticism and distrust. Ethical scandals, financial mismanagement, and leadership failures often headline the news. So, what can be done to eradicate bad leadership, especially when our professional survival sometimes hinges on enduring incompetent or unethical managers?
“Being a leader has become a mantra. It is a presumed path to money and power; a medium for achievement, both individual and institutional; and a mechanism for creating change sometimes—although hardly always—for the common good.” ~ Barbara Kellerman, The End of Leadership
Despite the surge in leadership development programs and the billions spent annually to cultivate high-potential leaders, corporate governance continues to falter. Compensation remains lavish, even as disgraced leaders are replaced, with a record number stepping down from top positions—100 CEOs from the world’s 2,500 largest companies were replaced in 2002 alone, nearly four times the number from 1995.
In her book, “The End of Leadership,” Harvard Business School’s Professor Barbara Kellerman provides critical insights into the shortcomings of leadership development today:
- Failing at All Levels: Leaders across industries are failing those who rely on them.
- Inadequate Programs: Current leadership programs fall short in producing truly effective and ethical leaders.
- Insufficient Strategies: There’s a lack of knowledge on nurturing good leaders, let alone curbing the bad ones.
- Adaptability Gaps: Leaders struggle to embrace and adjust to today’s rapidly changing business environments.
- Disillusioned Followers: While followers are more empowered and entitled than before, they frequently feel disappointed and disillusioned.
Interestingly, smaller business owners and leaders often understand the imperative to avoid failure: their decisions directly influence the bottom line. As observed in my corporate coaching work, they demonstrate accountability and rapid adaptability that many larger organizations overlook.
This reality begs the question: Is there excessive emphasis on leadership while neglecting the role of fostering intelligent followers? A shift towards empowering “followers” could transform the corporate landscape. By questioning assumptions, challenging leaders, and initiating collaborative discussions, followers can exercise their empowerment more effectively.
Of course, this is easier said than done, particularly in certain corporate cultures or under specific leadership. Developing a thriving organizational culture requires mutual commitment from both leaders and their teams. It’s about encouraging a two-way dynamic where teams feel empowered to offer constructive feedback and leaders are open to embracing change.
Your Thoughts on Leadership Evolution
How do you perceive the role of leadership evolution in your organization? Does your company promote an environment where strong, constructive followers can emerge and contribute meaningfully? I would love to hear your thoughts and experiences on these pressing issues as we collectively seek to enhance leadership quality.
Creator of the KASHBOX: Knowledge, Attitude, Skills, Habits
Helping You Realize Your Potential
I help people discover their potential, expand and develop the skills and attitudes necessary to achieve a higher degree of personal and professional success and create a plan that enables them to balance the profit motives of their business with the personal motives of their lives.
