The Leadership Paradox

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By:Beth Flynn, Wednesday, May 18th, 2016
"Managers and leaders are central to employees' experience of work and their experience within the organization.  Leaders are always part of a broader organizational culture and the overall culture will outlast any individual leader's efforts.  Over time, leaders will shape the culture, but this takes years and affecting this type of change is more similar to steering a tanker - slow and deliberate.
On the other hand, it is also true that leaders create their own subcultures within the company.  For example, an organization may be generally very command and control in its operation, requiring adherence to rules and hierarchy for decision making.  Within that culture, a leader may behave in a way that is very participative, asking team members for input and making decisions that are more greatly influenced by employees.  The subculture of the team can exist within the broader framework.
As another example of the leadership paradox, a broader organization may tout plenty of employee choice making, personal discretion, and freedom, but within that culture, a leader may manage team members closely, checking work, checking quality, and checking work process.  Leaders create their own cultures, and the cultures leaders create are often mirrors of their own personalities.  People join a company because the nature of the job and work.  People leave a company because of the leader.  One's direct supervisor is one of the most essential factors in personal experience of an organization, job or work-life supports."
Have you left a job due to the impact a boss had on you?  What were the behaviors of the supervisor that caused you to leave?
From:  Brower, T. (2014).  Bring work to life by bring life to work: a guide for leaders and organizations.  Bibliomotion,
Wed, 05/18/2016 - 1:28pm -- Beth Flynn

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