How can the leadership charade be broken?
A charade can be described as a pretense to create a pleasant or respectable appearance. In leadership, there is a possibility of creating a charade to achieve one's ideals as a leader. The leadership charade behavior problem can be broken in three ways and these include using the “I don’t know” approach, the challenge and support approach, and the dynamic Q&A session (Obolensky, 2014). The “I don’t know” approach is when the leader accepts that they do not know what is happening and then throw a question in order to receive relevant feedback concerning the issue. The challenge and support approach is seen when the leader embracing honesty and also pushing others to assist in finding possible solutions. The Q & A approach is used when the leader assumes to know nothing and then asks the staff questions in order to receive relevant feedback (Baker, 2018).
Leaders also need to learn how to understand the cultural setting and the relationships in a particular organization. Leaders also need to know how to hold and moderate Q&A sessions, and this means that they should be able to take questions from their followers. In my organization, the charade exists, and it has had a significant impact on the perception of leadership, especially by the employees. Breaking the charade in leadership requires self-analysis to understand one's weaknesses better and allow feedback from other managers of the organization.
Delegate your assignment to our experts and they will do the rest.
Does the charade exist in your organization?
One leadership charade that has occurred in the organization is manifested through the management’s lack of knowledge concerning the high employee turnover rates in the organization (Baker, 2018). When asked concerning the issue, the human resources manager explains that he "does not know” why this situation is occurring.
How is it manifested?
This charade is manifested through the lack of management understanding of employee issues (Phaneuf, Boudrias, Rousseau & Brunelle, 2016). It can be seen through poor communication structures and lack of empathy concerning situations facing employees in the workplace.
What could be done to “break” the charade?
To break this charade, the manager must reach out to the employees and understand what issues are affecting them. The leadership of this organization needs to be able to analyze, prioritize and also link all actions to strategy (Obolensky, 2014). The employees need to be allowed to talk and project issues that are affecting them. To break this charade, the HR manager needs to genuinely deal with the employee and ask questions concerning why employees are leaving the company. The leader will have to listen to the viewpoint of the employees, and this includes letting them articulate their position (Baker, 2018). The use of the challenge and support approach is also vital if the organizational leadership can effectively break this charade. Leadership needs to be able to anticipate the problems it faces, as this will ensure better outcomes. As part of the organizational leadership, it is vital to develop a proactive approach to improving leadership skills.
References
Baker, R. L. (2018). Character and fitness for leadership: Learning interpersonal skills. Santa Clara L. Rev. , 58 , 525.
Obolensky, M. N. (2014). Complex adaptive leadership: Embracing paradox and uncertainty . Gower Publishing, Ltd.
Phaneuf, J. É., Boudrias, J. S., Rousseau, V., & Brunelle, É. (2016). Personality and transformational leadership: The moderating effect of organizational context. Personality and Individual Differences , 102 , 30-35.
