Table 2


Organisational derailment enablers indicators (“Organisation rejecting me”)


Context • Isolation from reality – too much information filtering taking place – Leadership surrounded by liars: people who tell the leadership what they want to hear


• Misfit with context/complexity Given make-up as a leader • A low tolerance for ambiguity • Volatility/moodiness • Too much dependence on approval – conflict avoidance • An over-dependence on natural ability • Low energy levels and enthusiasm Leadership Style • Impulsiveness • Arrogance • Defensiveness


Leadership Behaviour • Micro-managing • Self-promotion • Eccentricity • A lack of self-perception/awareness • A tendency to blame others for problems/ mistakes


• An aversion to risk


• A lack of integrity: walking and talking do not agree • Abrasive - tyranisation of followers – the “bulldozer”


• Hyperactive – pushing self and others to limit – passion running wild • Generational envy – a resentment of young upstarts


• A pervasive and unwarranted suspicion of others (“the disease of kings”) • A lack of a clear vision and direction Performance


• A lack of, or poor performance feedback • The feeling that I as a leader am falling short of others’ expectations – I will eventually be caught out • Collusive followers – persons ganging up against a leader/leadership


• Poor transitions – not letting go of the existing and/or embracing the new • An inability to learn from mistakes • Failing to develop others


94 Management Today | March 2012


Burnout indicators (“Me failing”)


• Emotional exhaustion • Constant irritability


• Lack of energy to face challenges, issues, problems


• Depersonalisation of experiences and reality: A spectator watching a movie • A sense of low personal accomplishment • A sense of meaninglessness


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