A few years ago I worked at a company that defined the concept of negative leadership. The firm was a start-up company and had a tremendous opportunity for growth, but the potential of the company depended on how the managerial staff and the administration handled the human resources. The company was providing an innovative service for major companies around the world.
The company started off well offering the employees prizes for the best monthly performance and a bonus for extra production. "Anyone can say that they have integrity, but a person's actions are the real indicator of their character. Your character determines who you are. Who you are determines what you see. What you see determines what you do. That's why you can never separate a leader's character from his actions. If a leader's actions and intentions are continually working against each other, then look to his character to find out why." (Maxwell, 1999)
Everyone in the industry was excited about the prospects of working for this firm. Unfortunately, things turned sour rather quickly, as the leadership team of the company failed to follow through with the promised incentives. When a company offers an incentive and fails to provide it once goals are met and exceeded, it has a demoralizing effect on the entire staff. That is what occurred here.
A few months passed and the top performers did not receive the prizes promised. They were also was not receiving the promised bonus. “When we’re in a great team with high trust and high commitment it’s a pretty good bet that we’ll be loyal.” (Drain, 2011) The prize issue was a major disappointment. Since these prizes were offered by the companies' top client, it was believed that the administration had kept the prizes for themselves instead of passing them on to the employees. The quota for the bonus that the company was supposed to pay was for exceeding 10,000 transactions...