Redefining Leadership: The Unseen Cost of Perpetual Busyness

The Unseen Cost of Perpetual Busyness

In our busy business environment, the ceaseless buzz of activity is often misinterpreted as a hallmark of productivity. We feel this relentless pace is not beneficial; did you know it also hinders effective leadership and organisational success? A Gallup poll recently highlighted a disturbing reality: half of the Australian workforce reports feeling stressed, a condition directly tied to decreased productivity. There is a pressing need to re-evaluate our work habits.

The conversation around busyness has been of personal interest to me for 20 years, since the early 2000s when I encountered the work of Dr. Herbert Benson from Harvard Medical School. His pivotal question, “Are you working too hard?” echoes a sentiment many leaders' express today. His teachings urge a reconsideration of our work-life balance and prompt leaders to reflect on the allocation of their most valuable asset: time (Benson, 2005).

The Hidden Toll of Leader Overload

Research findings, such as those reported by Huang and Zhang (2021), reveal the unintended consequences of leaders’ packed schedules: decreased team engagement and perceived lack of support. Leaders who are always "busy" may inadvertently signal to their teams that they are unavailable, fostering a work environment marked by stress and disconnection.

Studies by Stein and colleagues (2020) indicate the extended impact of such an environment, suggesting that leaders trapped in constant busyness not only compromise their own well-being but also set a precedent of exhaustion, diminishing the overall team spirit and productivity.

A Call to Lead Differently

Transitioning from relentless busyness to impactful leadership requires introspection, strategic realignment, and a commitment to a supportive work culture. It’s about prioritising meaningful engagement over activity, enabling leaders and their teams to achieve their fullest potential.

While we always try to deliver this form of leadership, it is easier when there is time to think or reflect.

To find a little space, I invite you to join our monthly mind lab and schedule some time to think about thinking and reflect on your leadership style. Register here .

Setting a New Course: Human-Centred Leadership

The evolving leadership landscape champions empathy, authenticity, and adaptability. Such values highlight a shift from task-focused to people-focused leadership and empathize with the importance of human connections; busyness damages these connections. As leaders, we must remain constantly vigilant to the vision.

Five practical steps towards human-centred leadership include:

1. Striking a balance: Embrace a leadership style that allows for accessibility, fostering an environment where open dialogue thrives.
2. A concentrated strategy: Delegate operational tasks to empower your team and focus on strategic objectives that drive long-term success.
3. Mindful Leadership: Integrating mindfulness practices can enhance decision-making and resilience, leading to more thoughtful and effective leadership.
4. Cultivating Engagement: Engaged teams are driven, dedicated, and more likely to contribute to collective goals. Establishing a culture of trust and collaboration is key.
5. Communication Mastery: Managing communication effectively is crucial. Leaders must navigate the deluge of information while maintaining clear boundaries to remain present and focused.

Together, I hope we can help each other redefine the norms of business conduct and pave the way for a more engaged, productive, and fulfilling work environment by balancing our busyness.

References

? Benson, H. (2005). "Are you working too hard?" Harvard Business Review. https://hbr.org/2005/11/are-you-working-too-hard ?

? Huang, Q., & Zhang, K. (2021). "The Relationship Between Perceived Leader Busyness and Subordinate Work Engagement: The Moderating Role of Perspective Taking." Frontiers in Psychology, 12. https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2021.676810/full

? Rosen, C. C., Simon, L. S., & Gajendran, R. S. (2018). "Boxed in by Your Inbox: Implications of Daily E-mail Demands for Managers' Leadership Behaviors." Journal of Applied Psychology, 103(8). https://psycnet.apa.org/doiLanding?doi=10.1037%2Fapl0000343

? Stein, M., Vincent-H?per, S., & Gregersen, S. (2020). "Why busy leaders may have exhausted followers: The role of leader workaholism and follower work engagement." Leadership & Organization Development Journal. https://www.emerald.com/insight/content/doi/10.1108/LODJ-11-2019-0477/full/html

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