managerial derailment and self-defeating behaviors

7/24/2019 Managerial Derailment and Self-Defeating Behaviors

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ManagerialDerailment

and Self-

DefeatingBehaviors


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refers to the failure of individuals

who hold executive-level positionswithin a company.

it can occur because of eitherpersonal failure or external

conditions. at one time they were on fast

track, but their careers had

derailed.

Managerial Derailment


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Failure to establish and maintain

eective working relationships with othersrepresents a common cause ofmanagement derailment. This may resultfrom personality clashes with subordinates

or other executives or some aspect of themanagers personality that does not adaptwell to others. For example, a managerthat does not work well in a teamenvironment may cause subordinates tocomplain and ultimately lead to thedismissal of the executive.

Managerial Derailment


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1.Inability to build relationships

-very insensitive to the needs and

plights of their followers and co- workers.

-often overly competitive,

demanding and domineering -embrace the my way or the

highway school of management

Derailment Patterns


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2. Failure to meet business objectives- derailed managers tended to

engage in finger pointing and

blaming others of the downturn.

- blatantly lied abut business

results or failed to keep

promises, commitments or

deadlines

Derailment Patterns


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. !nability to lead and build a

team

- derailed managers hiredstaff who were just like

themselves

- lack of trust and high

perfectionism scores

Derailment Patterns


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". !nability to adapt

- derailed managers could not

adapt or adjust their styles to

changing bosses , followers,

and situations.

Derailment Patterns


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#. !nade$uate preparation for

promotion

- have narrow technicalbackgrounds and lack the

leadership breadth and depth

necessary for the new positions.

Derailment Patterns


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Self defeating behavior

n action or attitude that

once helped an individualcope with a stressful

experience but interfereswith the individuals abilityto cope in new situations.


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Procrastination

Suspiciousness

Defensiveness

Overcommitted

Worrying

Overly critical

Alienating

Rigidity

ostility

!ommon "elf-#efeating

$ehavior


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!%&'(&' $)%*(+

hy !hange $ehavior

/earning how to change behavior is a keyleadership skill, given that situations,

technology, organi0ational structure,followers, bosses, products, rules andregulations, and competitors seem to bein a constant state of 1ux

'ood leaders also know how to changeand modify the behaviors of theirfollowers so that they can be more

eective team members and better


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2. #evelopment 3lanning

-speci4c and time bound-should focus on on-the-

5ob experiences

-specify how manager willget feedback or support

-include opportunities for

re1ection and revision

Methods of Behavioral

"hange


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6. !oaching

- process of e#uippingpeople $ith thetools% &no$ledge%and opportunitiesthey need to develop

themselves and


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(nformal !oaching- can occur anywhere in an organization,

and occurs when a leader helps followers tochange their behavior.

Five steps of (nformal!oaching2. determine the level of mutual trust6. inspire commitment

7. growing skills8. promote persistence9. transfer the skills to new environments


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Formal!oaching- provide a similar kind of

service for executives and

managers in leadershippositions- there is a one-on-onerelationship between themanager and the coachwhich lasts from six monthsto more than a year


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7. :entoring- a structure and series ofprocesses designed to createeective mentoring relationships,guide the desired behavior changeof those involved, and evaluate

the results for prot;g;s, thementors, and the organi0ationwith the primary purpose of

systematically developing the


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managerial derailment and self-defeating behaviors

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