Quality leadership is essential today to achieve organizational excellence, stability, and success. According to Blades (2006), a good leader can drive an organization to ultimate success, while a bad leader can potentially run a business into the ground. Quality leaders are good role models that exhibit honorable character, and value an organizations most important asset, which is it’s collection of people that possess different skills, and talents necessary to achieve goals effectively. The intent of this paper is to share a negative leadership experience, and to make recommendations to rectify the negative leadership.
In the position of staff accountant, I worked for an organization in the health care industry. This non-profit organization employs over one hundred and thirty people, and operates with twenty-one different departments. The top leaders of the organization consist of a board of directors, the president, and the chief executive officer. The CEO is valued for his strong experience, and skill in micromanaging people. Top leaders of this organization believe that the micromanaging style of leadership will improve performance, and achieve organization excellence. However, micromanaging has had a very negative effect.
Managers of each department struggle with effectively leading and micromanaging employees. “Micromanaging damages engagement, saps the initiative of even motivated team members, undermines confidence, quashes innovation, and drives way top talent” (Earley, 2009, p. 5). The organization has too many chiefs, and the close monitoring of employees makes them feel discouraged and unimportant, which promotes low productivity. In addition, department managers are bitter because they are overworked from the time spent on micromanaging.
“Being micromanaged often leads to frustration, stifled performance and staffers running for the exits to find a new job” (Stern, 2010, p. A07). There is a consistent turnover in staff with this organization that results in a huge loss of skills and unique talent. “How your people see you is important because their feelings may be reflected in their degree of co-operation and their productivity” (Weiss, 2007, p. 18). Employees want to work for leaders whom they can believe in. They seek respect for their skills, and talent that provides the trust necessary to contribute effectively toward the goals, and the vision of the organization.
“Many potentially great...