To avoid organizational dependency - Deepstash

To avoid organizational dependency

... leaders must ask themselves:

  • Do I spend my time empowering others to make decisions, or does my involvement force people to look to me for answers?
  • How often do I dive into details that belong to others?
  • How do my actions and attention help – or prevent – others from taking greater responsibility and accountability for their actions?

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MORE IDEAS FROM 3 Dangers of Charismatic Leadership

If you feel like you're influencing others for the wrong reasons, ask:

  • How am I drawing attention to myself, and away from others?
  • What is the organization missing while it’s focusing on me?
  • If my company relies on me too much, what happens if I need a break, or become ill, or want to do something different?
  • What do I do when I don’t know what to do and have not built up others to contribute?
  • What do I do when all my old tricks of charisma or being “smart” don’t suit some future challenge?
  • What happens if my moral compass becomes shaky, or if I did not develop one before becoming the charismatic leader everyone adores?
  • If I have created this reliance on me, who will help me recognize this and change?

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Organizations with big visions are led by people who display significant charisma in order to keep the vision moving forward. 

The leader must supply more charisma to keep the dynamic humming; the need shifts to growing charisma, not the organization’s ability to grow itself. 

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A leader who employs too much charisma can come to rely on this ability as an end unto itself.  Charismatic leaders can charm themselves. 

Authentic leaders understand (and continually calibrate) the influence and authority they have by virtue of their position and personal attributes.

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An overly-charismatic leader draws focus from the rest of the organization by demanding all the attention. When the focus shifts to the personal characteristics of the leader, accountability is diminished.

The followers can become overly dependent on the leader for all manner of large and small directions and decisions. The enterprise loses the ability to be resilient in the face of changing realities. 

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RELATED IDEA

Research shows that humble leaders improve the performance of a company, creating more collaborative environments. They are balanced, appreciative and open to new ideas and feedback. They know their strengths and shortcomings as well.

Humble CEOs become enablers for the top management team to provide their fullest potential. The CEO's humble attitude, mannerisms and the way they conduct themselves become contagious among subordinates.

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Confidence And Leadership

To be a stronger leader, you need to practice self-confidence. If you’re always second-guessing yourself and feeling shy around your coworkers, they won’t follow you.

Confident leaders have a strong sense of self and rarely express self-doubt. They understand who they are and are comfortable in their own skin. Charismatic leaders are also optimists. They see the glass as half full instead of half empty and are always looking on the bright side.

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Charisma: A Primer

Charisma is a magnetic attractiveness that inspires devotion in others, and is not an innate talent of the few.

It is a science that many can learn and cultivate in themselves by following a set of guidelines. Keep in mind that charisma does not mean perfection, and many seemingly awkward or average-looking men and women are in fact, extremely charismatic.

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