Several years ago I worked for a small metal fabrication company. The company specialized in oilfield related fabrication work. I had accepted the position as a job estimator because the company was closer to home compared to where I was currently working. The hierarchy of command was only two layers, the owner and his step son. The owner was in his mid forties and the step son was in his early twenties. During my interview the owner and his son they stressed how urgently they needed me start. When I resigned from my current job I departed immediately and therefore I told my new employer I could start the next day. When I arrived at the new company the next day nothing was ready for me. I had any empty office, no computer and had learned the owner was out for the next two weeks on a hunting trip. I had a feeling that I had just made a mistake accepting this job. The situation only became worse from that point.
Upon the owners return a few weeks later I could hear him ranting and raving about what was not completed and why some things were done a certain manner. He was using vulgar language and was yelling as loud as he could at everyone including a lady in the accounting department. At this point I am shocked; I am thinking to myself what kind of leader is this guy? The circumstance was that he did not tell anyone he is leaving and worse he did not provide any instructions or direction about what his expectations were or what needed to be accomplished and then he became irate when he returned to the facility. It was apparent to me at this point that the owner and CEO had the most negative leadership behavior that I had ever encountered.
His actions are also proof that he is a man lacking character and professional values as well as a vision for the company. “When the leader’s moral integrity is in doubt, then the leader’s vision-however noble, well crafted, and articulated-is viewed with skepticism by the followers, loses its vigor, and is incapable of moving them to work towards its realization” ( Kanungo & Mendonca, 1996). In essence, no one including myself knew what the CEO’s expectations were, which fostered a difficult work environment. Additionally he relies on coercive power to rule over his employees. As (Lindeborg, 1994) stated “Relying on persuasion rather than coercion and avoid arousing or provoking hostile feelings in others by insisting yours is the only correct view” (p. 9).
His failure to lead by example negates two of the most important leadership characteristics, those being honesty and trustworthiness. Trusting employees in the company with information about the goals and direction is an important part of not only effective communication, but also improving motivation, morale and dedication. Having value in your employees and sharing your vision of the company’s direction will empower those who work for you to work hard....