100 help plan
In the workplace, choosing the right leader as a backer is one of the most important decisions. The quality and ability of a leader is directly related to an individual's development and success in the workplace. However, some leaders may seem reliable on the surface, but in fact they may cause you undesirable trouble. This article will tell you that you should not easily find these 3 types of leaders as backers, because it is easy to cause trouble, which is not untargeted, but based on in-depth analysis of workplace practice and psychology.
What a high-minded and far-sighted leader
The first type of leadership to stay away from is those who are ambitious and unrealistic. Such leaders often dream of unrealistic goals and lack the ability to actually operate and execute. They often set overly idealistic goals for their teams, but don't have a clear plan and a viable strategy.
In one company, for example, a leader set overly aggressive sales targets without providing the resources and training to support them. As a result, the entire team struggled with goals while falling into a state of confusion and inefficiency. The motivation of the team members was greatly frustrated, which ultimately led to the failure of the entire project.
Facts tell us that ambitious leaders often lack the ability to practice, they are just pursuing illusory dreams, and ignore the real dilemmas and challenges. Therefore, when choosing a backer, it is important to stay away from leaders who only talk about ideals but lack practical actions.
Self-serving leadership
The second type of leadership to be wary of is those who are selfish and only interested in their own interests. This type of leader tends to be self-centered and indifferent to the development and needs of team members. They may disguise their selfish nature through clever rhetoric, but in reality, they only care about their own professional development and personal interests.
In the case of a multinational company, there is a senior manager who behaves very amiably within the team, but behind the scenes, he uses improper means to obtain the performance results of his team members and take it as his honor. This kind of self-serving leadership behavior not only harms the rights and interests of team members, but also destroys the cooperative atmosphere of the whole team.
Psychological research shows that self-serving leaders often lack a sense of teamwork and win-win, and they are more concerned with individual achievement than the development of the team as a whole. When choosing a backer, it's important to stay away from leaders who only look out for their own interests and ignore the common goals of the team.
Say one thing and do one type of leadership
The last type of leadership to stay away from is those who say one thing in words and do another. These leaders are often adept at using clever words to support the development and growth of their teams, but in reality they do not actually support those commitments.
Take a department manager as an example, he often emphasizes the importance of the team and the contribution of each member in team meetings, but in practice he often ignores the suggestions of team members, makes unilateral decisions and takes credit for his success. This kind of leadership behavior of saying one thing and doing another not only makes the team lose trust, but also affects the cohesion and execution of the whole team.
Psychological research has shown that saying one thing and doing one thing as a leader often leads to confusion and disappointment among team members, which in turn reduces the overall performance level of the team. When choosing a backer, it's important to stay away from leaders who pay lip service to the team but don't actually support it.
Facts retelled
In the workplace, we often encounter these three types of leaders. They may excel in some areas, but in the long run, it's better to be cautious than to build a close working relationship. To better understand why we should stay away from these three types of leadership, let's introduce the relevant theories of psychology and management.
First, psychologists believe that ambitious leaders may be influenced by a psychological phenomenon called "idealistic tendencies." Idealization tends to be an individual's overly idealistic attitude towards goals and things, ignoring obstacles and difficulties that may exist in reality. This psychological tendency makes it easier for ambitious leaders to set overly idealistic goals and neglect to develop realistic plans and strategies. This led to difficulties for the team in actual execution due to the lack of clear direction and resources. The "goal-setting theory" in management also emphasizes the importance of setting clear, achievable goals for team success. Therefore, when choosing a backer, it is necessary to avoid establishing a close relationship with a high-minded and far-sighted leader, so as not to be distracted by overly idealistic goals.
Second, self-serving leadership may be influenced by the concept of "individualism" in management. Individualism is a way of thinking that focuses on individual interests and individual independence, and in the context of teamwork, too much emphasis on individual interests can lead to the ** and imbalance of the whole team. The success of a team depends on the contribution and cooperation of each member, and self-serving leaders may ignore this and put personal interests ahead of the interests of the team. When choosing a backer, you should stay away from this kind of leadership that only cares about individual interests, so as to maintain the overall interests and stability of the team.
Finally, there may be a psychological phenomenon called "verbal-act consistency" in the leadership of saying one thing and doing another. Verbal act consistency refers to the degree of consistency between an individual's speech and behavior, and individuals with low consistency tend to cause distrust and confusion in others. The "Leadership Alignment Theory" in management emphasizes the importance of alignment between leaders and their words to build trust and effective leadership. Saying one thing and doing another type of leadership undermines the team's trust in the leader and can lead to frustration and dissatisfaction with the leader among team members. When choosing a backer, you should stay away from such inconsistent leaders to ensure the stability of the team and the establishment of a trusting relationship.
Conclude with a point of view
To sum up, choosing the right leader as a backer is an important part of success in the workplace. Don't easily find a high-minded, selfish, and talking-do-one leader as a backer, because it's easy to get into trouble. This is not a subjective assumption, but is based on theoretical analysis and practical experience in psychology and management. In the workplace, choosing a backer rationally and prudently will help the individual's career development and the long-term stability of the team. Don't ignore the real qualities and behaviors of leaders because of the superficial glamour of the moment, so as not to fall into the quagmire of the workplace and affect the long-term development of individuals and teams.
The core ideas deepen the theme
Finally, the career path is like sailing, and it needs to be led by a stable and reliable captain. Choosing a leader as a backer is like choosing the right captain, who should have a rational sailing plan, a sense of team synergy and a leadership style that matches words and deeds. Don't be fooled by the superficial aura and focus on the actual behavior and management philosophy of leadership. Only under the rational choice can we encounter a calm sea in the voyage of the workplace and achieve the rapid development of our career. When choosing a backer, it's important to keep your eyes peeled and stay away from the type of leadership that can cause you trouble and trouble, so as to protect your career.