This article suggests that leadership failures are endemic in
organizational life and that more attention should be given
to monitoring how an executive uses the power and influence derived from
his position as a leader. Drawing on case material from my work as an
executive coach and advisor, this article illustrates how the self-serving
behavior of leaders resulted in the failure of the job.
Whilst most executives may
operate ethically, collegially and collaboratively, my business
experience suggests that organizations are also peppered with
individuals—at all levels within the
hierarchy—who are determined to achieve their
own selfish agendas, irrespective of the damage caused to others or to the
organization at large.
Some failures of leadership arise because successful executives, who
are perhaps driven by the need to maintain and enhance their reputation,
decide to exploit their positions of trust if they believe they can get away
with doing so (see Babiak & Hare, 2006; Hornstein, 1996; Wright and
Smye, 1996). This possibility is increased because executives are able to
use their position of leadership, and the privileged situations in which
they find themselves, to justify what could otherwise be seen as immoral
and ethical transgressions (Price, 2006). In other words, senior leaders exert
a significant influence in defining what is, and what is not, acceptable
business practice and so can be prone to do so to suit their personal aims and
objectives. To summarize: Leaders are able to define the criteria by
which they will be assessed as successful. |
