Considering all of readings in this module and the
learning exercises regarding upward and downward leadership; reflect on the
diagram (figure 9.5; p.152) "the vicious circle for leaders".
Does this happen in your organization? What are the effects on the
organization? Create a new circle that would promote strong followership and
even leadership at the lower levels of the organization.
This
diagram which represents “the vicious circle for leaders” (Obelensky, 2014, pg.
162), is one which I myself have experienced in the past. Unfortunately I have
been on the receiving end of this pattern from one of my leaders. For starters
I have to say that there is a pattern which a manager can get into which can wreak
havoc on an organization or a certain division. In my division, having a manger
who was not a very good leader and constantly feel into this vicious circle
with many employees; I realized that this definitely took its toll on our team.
This manager created an environment which the employees felt insecure,
devalued, and very negative. To this day this culture still exist in this
division, I was just wise enough at the time to know that I needed a change.
As a
rail traffic controller my workplace consist of eight different divisions,
these eight different divisions are divided by different sections of the United
States in which we control train traffic. A controller is able to bid on
different jobs within all different divisions, so it is quite easy to change
the division which you work for. The bidding is based on seniority, usually the
less seniority you have the more difficult and challenging your division will
be. When I was very new to this job, I ended up bidding a job on the south east
zone, I was very excited to get off of the extra controller board and finally
be a permanent part of a division. Very quickly my excitement turned into
regret as I worked my first day on this division, let’s just say that I was
greeted by a very angry manager, it was surprising to me since most managers
were very nice.
The
further along I held this position things began to get very sour, very quickly.
It seemed as though my manager was visiting me on a regular basis and telling
me which move to make next in my puzzle of trains. I felt very frustrated because
I was being micromanaged and I felt as though I was under the microscope. Eventually
I started to make decisions on my own without asking questions and my manager
continued to take exception to every move that I would make. I was so tired of
this manager wanting everything done her way that eventually I would ask her
what she wanted my next more to be very often. Due to the fact that I was now
asking her very often what she wanted my next move to be, she was now concerned
and again taking more of a hands on approach. The fact that she treated me this
way severely lowered my confidence and forcing me to continue to ask more
questions. I had fallen into “the vicious circle” which was created by my
leader.
Fortunately
for me I was able to realize that this manager was toxic for my work happiness.
I seriously considered quitting my job many times but I finally won a bid on a
different zone with much better managers. It has been three years since I left
this zone and I have been so happy, I have not been getting in trouble, I have
my manager’s trust and confidence, and I feel like I am a productive member of
the group.
The
problem which my old manager had was that she liked to micromanage.
“A supervisor who
micromanages her employees prevents them from demonstrating aptitude and
potential. Employees lose initiative as well as the motivation to exercise
independent judgment, both of which are professional characteristics on which
many promotional opportunities are based. Employees subject to micromanagement
often feel it’s useless to demonstrate these characteristics because their
managers rob them of the desire to prove they are capable of performing at a
higher level” (Mayhew, 2010). Aside
from micromanaging and taking away confidence she also doubted all of her
employees skills and did not show that she trust anyone except for herself.
Her
management skills are definitely felt in our organization, because of the way
that she runs that division anyone with experience has left to another zone. Now this zone only has new employees who are forced to work on this zone, this zone also has a very high amount of rules violations. I find it interesting that even though
she has been to anger management programs and many people complain about her,
she continues to stay in charge. I believe that my organization needs to
see the importance of culture and atmosphere if this zone is to succeed. As a
prior member of this zone I can easily recognize how being in this “vicious
circle for leaders” can really hurt an organization.
If I were to create a circle which promotes strong follower-ship and
even leadership at the lower levels of the organization, it would be as
follows:
Step 1- Follower ask for
advice – leader ask “what do you suggest?”
Step 2- leader believes in
his employees and wants to see what they can do
Step 3- Leader is eventually
able to take a lesser hands on approach and get more managerial work completed.
Step 4- Followers confidence
increases and gets accustomed to making decisions.
Step 5- Manager gets
promoted, follower becomes a manager.
----- Back to step one.
Reference:
Obolensky, N. (2014). Complex Adaptive Leadership:
Embracing Paradox and Uncertainty. Farnham, Surrey: Gower.
Mahew, A. (2010). The Chron: Micromanagements effects. Retrieved
from:
http://smallbusiness.chron.com/micromanagements-effect-employees-10840.html
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