After writing several articles about the benefits and positive impact of bold leaders, I received pushback from a number of people who had observed bold leaders that did not create the same positive impression. These leaders were perceived as being bold but created dissatisfaction and frustration within their organizations.
1. Aggressive leaders are hyper focused on their own needs and successes. They take extraordinary steps to make themselves look good, often at the expense of others. They will look for ways to blame others and are unwilling to accept responsibility for errors.
2. Autocratic leaders rarely ask for input or advice from others, desiring to make all the decisions alone. They prioritize maintaining control over providing opportunities for others to grow. They expect orders to be followed and no one is allowed to question the decision or solution.
3. Arrogant leaders are always “right.” They are not teachable and believe that others’ decisions and solutions are inferior to their own. Because they resist feedback from others, they become defensive when challenged. Their business decisions are often centered in ego and personal agenda.
Leaders who engage in these behaviors have the façade of being bold, but truly lack the many positive benefits of genuine bold leadership.
In analyzing data from over 50,000 leaders, my colleague Jack Zenger and I discovered that genuine bold leaders were rated as more effective, had more positive performance reviews, and were more likely to be a high potential leader. They also had significantly more satisfied direct reports who were not likely to think about quitting their jobs. Overall, these leaders were very effective, well liked, and generated engagement across the organization.
The reason some leaders utilize the counterfeit bold behaviors of aggression, an autocratic style, or arrogance, is that in the short term these behaviors generate results. However, employees end up being motivated out of fear rather than respect or inspiration and will abandon ship as soon as possible. What we have found in our research is that it is possible for leaders to develop a genuinely bold style, but only if they avoid these three destructive leadership behaviors.