Identifying Bad Leaders

Just as it is important to identify good leadership to be nurtured and emulated, it is important to identify bad leadership, and either address it, or avoid these failures.  Leadership is not authority.  Leadership is not titles.  Leadership is a process.  That process is the science of maximising resources and the efforts of subordinates, by providing them with a common vision, and a map to move towards that vision, while creating the foundation for continued success.  This means developing the people we lead. 

One of the key indicators of bad leadership is failure to recognise the good work of others.  This is borne of arrogance and ignorance.  This also happens when people acquire authority beyond their abilities and are unable to understand the work put into projects and making things run.  Another reason is not so much failure to recognise good work, but insecurity that treats good work of subordinates as a threat to his authority.  Leaders like these do not engender loyalty.  Managing people means having an instinctive grasp of psychology of people.  People who receive recognition and praise increase their productivity, they increase their engagement, and are more likely to commit.  This job satisfaction is paid forward in better customer interaction. 

Another quality of bad leadership is disrespect of people.  A bad leader is rude and disrespectful to subordinates.  Examples of this behaviour include shifting blame to subordinates, refusing to take responsibility for the actions of his team, disparaging them to colleagues in their absence, criticising them in front of their peers, and refusing to exercise decision making.  This is a lack of integrity.  People like these cannot be trusted. 

Bad leaders are typically terrible communicators.  They say too much, they say too little, they send the wrong message, or they refuse to provide clear direction.  This is tied to a refusal to take responsibility, low self-esteem, or simply having no discernible direction.  These are leaders of the status quo. 

Coming back to the lack of integrity, leaders such as these cultivate some at the expense of others, and exercise favouritism.  They make questionable decisions, and while they may not be dishonest with regards financial gain or personal benefit, they are not honest with their management.  Such leaders leave behind cliques and infighting.  In such an environment, promotion and advancement is determined less about qualification and accomplishment, and more about relationship with the right people. 

Identifying bad leadership is merely the first step in a process.  Once it has been identified, it must be addressed.  Depending on the nature of the organisation, this process may be complex.  It varies from non-profit to profit, from corporate to command hierarchies, from private sector to public sector.  There is no one way.  Addressing it depends on our position in the hierarchy and relative power in the system.  All that said, forewarned is forearmed.