How Does a Leader’s Behaviors Affect Performance?
Do employees really pay attention to what their leaders do?
Let’s evaluate a few common behaviors leaders unfortunately, often demonstrate…
- Does a leader that comes to work goes straight to their office and at time to leave walks straight out of the building as a routine have an effect on workplace performance factors?
- Does a leader that always talks but never listens have an effect on the organizational work environment?
- Does a leader that doesn’t come to work half of the time have an effect on the organizations work environment?
- Does a leader that only follows the rules when they are convenient for them have an effect on the work environment?
Of course the obvious answers are: yes, yes, yes, and yes!
When performing as a leader, whether you go to work and do something or do nothing, it has an effect on the organization’s culture, the work environment, or as we call it at Team-builder Leadership Institute, the “Organizational EKO-System ©”. Regardless of what you call it, every action or inaction sends a message to the people in your work environment. If a leader doesn’t behave as if the customer is important to them, then neither will the employees who observe that behavior. If a leader does not treat people with dignity, respect, and honesty then many of the employees who work with that leader may choose to follow suit. If a leader ignores what goes on around them, many of the employees will more than likely become oblivious as well.
Not all employees emulate their leaders but research shows that very many do. The leader sets the priorities, sense of urgency, quality of interpersonal interaction, cooperation level, goal focus, etc. I ran across this article which discusses how Governor Christi of New Jersey said he had no idea what was going on with the “bridge incident”: (http://www.forbes.com/sites/dougguthrie/2014/01/16/whos-to-blame-for-creating-a-toxic-organizational-culture/ ). How many times have we heard similar assertions in this presidency alone of, “I didn’t know”? How many times have we heard people in high corporate leadership positions say, “I didn’t know”? In some cases it may be true but we must ask ourselves, did the way those leaders behaved personally affect the challenges the companies they represent were facing? From the bottom line to the boardroom the answer is yes!
When a very large and familiar American company was going bankrupt and the CEO flew in a private jet, costing hundreds of thousands of dollars, to Washington to ask for money to keep the business afloat, did that affect the behaviors and perceptions of the organizations employees?
In another scenario, recently a workplace satisfaction survey revealed that “Dish Network” was considered by the majority of its employee respondents to be, “The Worst Place in America to Work”. The CEO of Dish Network responded to the study’s findings with, “That’s ridiculous”. Does the fact that in this article: http://blogs.denverpost.com/techknowbytes/2012/08/16/dish-network-ceo-calls-companys-title-americas-worst-company-ridiculous/6012/ the CEO already is certain he knows what’s going on before looking into the situation have an effect on the culture or “Organizational EKO-System ©” of Dish Network?
Is it time that America and even the world, acknowledge that any work environment is created by the leader(s) who have power, authority, and influence over it? Whether they want that power and responsibility or not—they have it. This is why at the Team-builder Leadership Institute, we have developed the “Dynamic Guide” leadership operational performance standard.
Whether it’s Christie, Obama, a teacher, or a preacher, if the leader is sincere about leading the group to their agreed upon goals and ensure each individuals’ success, they must meet the necessary operational standard and be a professional leader or they will generate negativity and challenges simply by not knowing. They must know how everything they do and say affects the group and their pursuit of the goals. Leadership is about knowing and knowing enough to pursue what you need to know. There is no room for blinders if a leader is going to elicit the maximum positive performance from all involved! For any of us to get what we want, we have only to choose to take the appropriate action and pursue it. Set operational standards for the leadership in your organizations and communities. Let’s learn the skills and use them so others can learn them and emulate our success. Let’s make the next generation immune to emotional negativity and excuses!
Visit us at Team-builder Leadership Institute to change the future and improve our living and working standards and results. Sign-up for our newsletters and share us with your friends and others who are ready for positive change at our work and in our world!