The three most undesirable traits of leaders and how to fix them

We have all been there before. A micromanaging manager who does not trust employees to carry out their job roles competently. An unempathetic manager who only has her self-interests at heart and does not recognise the feelings of others. An inarticulate manager with poor communication skills who encourages a culture of non-transparency and second guessing.

For organisations who have workplace leaders who demonstrate these undesirable traits, are they at risk of losing their best talent? Are employees really leaving managers, and not organisations?

A recent poll conducted by HRM Asia would seem to give credence to this suggestion, with an overwhelming 88% of respondents saying that they would choose a “great manager” over a “great job”.

To put things into perspective, this is not to suggest that bad managers is the only reason why employees leave an organisation – factors such as better job growth and career advancement opportunities also need to be considered.

However, with employees spending more than half of their waking time at work, it is perhaps not surprising that they desire to work with “great managers” who are competent and can support them in achieving key work goals.

“Undesirable traits can cause irreversible damage to trust, collaboration and strategic alignment, which are critical for organisations to thrive,” Grant ‘Upbeat’ Bosnick, an award-winning author and keynote speaker, told HRM Asia.

Specifically, he identifies three undesirable leadership traits that organisations must identify and fix.

1.   Ego-centered decision making

Boastful leaders driven by ego prioritise their personal interests over the organisation’s goals. This trait destroys trust within the team, leads to poor decision-making and promotes a toxic culture that values individual success over collective growth. A leader’s inability to prioritise the business and people over personal ambition can cripple organisational effectiveness.

“Boastful leaders driven by ego prioritise their personal interests over the organisation’s goals. This trait destroys trust within the team, leads to poor decision-making and promotes a toxic culture that values individual success over collective growth.” – Grant ‘Upbeat Bosnick.

To overcome this, leaders need to implement a collective decision-making process where input from key stakeholders across different regions, functions and levels is actively sought before major decisions are made. Creating a “Team of Teams” culture encourages leaders to see themselves as part of a larger ecosystem, not the sole decision-makers.

2.   Avoiding accountability

A leader who avoids accountability damages credibility, fosters a blame culture and sets a poor example for others. These self-proclaimed, know-it-all leaders are quick to take credit and push blame to others, creating a ripple effect where employees also avoid responsibility, leading to dysfunction, inefficiency and a lack of trust. Accountability is crucial for fostering a culture of integrity and high performance.

To overcome this, leaders should be open to feedback and change, and regularly participate in performance reviews that are transparent and tied to both personal and organisational goals. Public accountability and personal responsibility from the top inspire others to follow suit.

3.   Lack of purpose

Without a clear, compelling purpose, myopic leaders who focus on the short-term fail to inspire and align their teams. An organisation without a purpose is like a ship without a rudder – there is no direction, no vision and no long-term goal. This leads to confusion, low morale and high turnover, as employees are not motivated to work toward a common objective.

READ MORE: Bad leadership, not bad employees, is at the heart of ‘quiet firing’

To overcome this, leaders must develop and communicate a long-term, strategic roadmap that is revisited and adapted regularly. A well-articulated purpose, rooted in values, aligns employees at all levels and across all regions, giving them a sense of meaning and direction.

“By embracing these practices, a leader can create a more transparent, accountable and visionary leadership style that empowers teams globally, fosters collaboration and ensures sustainable growth,” Bosnick concluded.

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