Three obvious attributes of the good leader, the bad manager, and the ugly executive

Any business environment involves the use of power and social networking within a workplace to achieve changes that benefit the structure and the individuals within it. Although “office politics” can be directed to increase the probability of obtaining positive outcomes in organizations, it is, unfortunately, exploited as simple self-serving behaviors.

Self-Serving:

Bad managers are often self-serving leaders who tend to focus on their own needs and challenges more than those of their teams. Instead of aspiring to support and develop their teams, their outlook turns to one of self-interest and self-preservation. Generally, those self-serving managers may be 'ruling with an iron fist'. Probably, it is a mask for their insecurities and weaknesses. They will compensate for their lack of knowledge, confidence, and personality by intimidating their subordinates and those around them to achieve their aim.

Manipulative Narcissists:

Those self-serving managers grow to be manipulative and tend with time, to become narcissists as their focus is always on themselves. These individuals will abuse their position, relationships, and organizational systems for their gain. They are not hard to spot despite their sneaky way and relentless efforts to hide their activities by sucking up to their principals and whoever has power.

What we must underline is that violent authoritarian behavior in leaders can often be mistaken for strength. Traditionally we consider rowdy voices, set tones, and hard-line behavior as strong bosses' actions. In truth, it can be a behavior that pushes people away from the leader as a form of personal protection.

Discrimination:

Leading by intimidation is a mistake. The team hates ugly executives and will actively avoid talking to them unless they are forced to spend time with them. Only, similar self-serving managers and supervisors in the ranks will surround, bootlick, and flatter them. As they surround themselves with people of a similar ilk, these self-serving ugly executives will develop yet another toxic characteristic over time, discrimination. They cannot value diversity. These self-centered managers do not want to be challenged by people with different points of view so they surround themselves with ’yes’ men who will tell them what they want to hear.

Influence is not domination and intimidation. Coercive leadership is defined as a management style that uses coercion, threats, and rewards to control and motivate people. This type of leadership can be destructive because it can create a climate of fear and intimidation.

The best leaders I have worked with are those that get results the right way. It is not always what you do that is critical, but also how you do it. Applying high moral standards, following healthy ethics, and having a genuine interest in the well-being of your team are critical factors of positive leadership. Good leaders strive to meet their objectives while lifting their people with them, instead of leaving a trail of destruction behind them. They share knowledge and judge people on their real merits. People remember not what you say, but how you made them feel. In the end, good leaders and bad leaders give lessons that people rarely forget. They aspire people to what they want to become and what they want to avoid, sometimes they even train people to plan exit strategies from their companies.