Symptoms of an ego-driven management style include the following:
- Personal agendas rather than the common good of the organization are the order of the day.
- Conditioning from past mistakes and disappointments is the basis for decisions.
- External validation such as money, status, and power are the motivators.
- Projection and blame, rather than ownership and personal responsibility, are the norm.
- Fear is the underlying factor for all action.
- Rivalry and internal competition block true teamwork and alliance.
- Lip service and inauthentic communication are common.
- Rigidity and high control are the underlying structure.
- Disregard of employees’ needs or feelings is normal and usually rationalized.
- Discrimination (age, race, gender, weight, sexual orientation, religion, etc.), though denied, is occurring.
Moving away from the ego-driven, top-down management style is critical for companies to grow, to attract and retain competent employees, to increase employee engagement, to gain loyalty and respect, and to build cooperation and contribution.
What does it take for leaders to make this transformation?
A restoration to authenticity requires the courage and willingness of leaders to look with an unflinching eye at their own inadequacies and fears. It means looking within and seeing errors, misjudgments, and false claims of righteousness. Honest and deep reflection will allow strength of character, integrity, and true leadership to arise.
