The Uncomfortable Truth About Leadership

The Uncomfortable Truth About Leadership

Although leadership is often portrayed as a glamorous career destination, being put in a position of power or responsibility is by no means an indicator of your ability to actually lead effectively. In fact, decades of research highlight an uncomfortable and pervasive gap between the leaders we have, and those we actually need.

The Failure Rate of Corporate Managers

Consider that the failure rate for corporate managers is estimated at least 50%. This staggering statistic suggests that even in the corporate world, leadership is not as effective as it could be. in addition, the confidence in our leaders continues to decline and is now at an all-time low. This decline in trust is not solely due to the actions of individual leaders but also reflects a broader systemic issue.

The Correlation Between Money Spent on Leadership Development and Faith in Leaders

Add to this the recurrent data on employee disengagement (caused mostly by their direct supervisors), and the fact that people join companies but quit their bosses. The question seems rather unavoidable: if only a minority of leaders are capable of performing to a high level, then should fewer people try to become leaders? In other words, if a high-proportion of leaders become ineffective, incompetent, or inept at their job, should fewer people consider leadership as a career option?

The Importance of Good Followers

Conversely, we rarely talk about the importance of good followers, but they are actually a critical aspect and underrated ingredient of leadership excellence. First, while leaders should be evaluated through the performance of their team, teams will perform better if they have smart and aligned followers. This is why in most professional sports teams, there is a strong positive correlation between a team's compensation and their performance (which leaves coaches to account for a small percentage of the variance).

The Impact of Followers on Leadership Effectiveness

Second, as all political elections show, democratically chosen candidates are always as good as their voters. This means that follower maturity, educational attainment, and social intelligence are all critical factors determining the result of elections. If you want smart leaders, it is helpful to have smart followers. Third, follower maturity (as well as competence and integrity) is key to keeping bad leaders in check. This is why incompetent, toxic, and destructive leaders are far more likely to remain in charge when their followers and subordinates are blind to their performance.

Which is It?

So, is it better to be a good follower or a bad leader? The answer is not straightforward. Polite etiquette and a prosocial impression would make most people answer with the former, which does not however stop them from preferring the status and success associated with the latter. After all, bad leaders are often quite good at retaining power, especially if they report to, well, other bad leaders.

The Peter Principle

also, the most common reward for being a good follower is a leadership job, which is odd if you think about it. Why would we stop individual contributors from doing a job they are good at to put them in a role they may not only be unable to do, but also disinterested in? "Thank you for being our star performer, you will now have to manage a team of fifteen... and stop doing what you are good at." This explains the timeless popularity and relevance of the famous Peter principle, which states that sooner or later most people are promoted to their own level of incompetence.

The Consequences of Promoting Bad Leaders

The consequences of promoting bad leaders can be severe. Not only do they fail to deliver results, but they also create a toxic work environment that can lead to employee disengagement and turnover. In fact, research has shown that bad leaders can have a negative impact on employee well-being, leading to increased stress, anxiety, and even depression.

The Role of Followers in Preventing Bad Leadership

So, what can followers do to prevent bad leadership? First, they can speak up and challenge their leaders when they see them engaging in toxic or destructive behavior. This can be a difficult task, but it is essential to create a culture of accountability and transparency within an organization. Second, followers can seek out opportunities to develop their own leadership skills, so that they can become effective leaders themselves. This can involve taking on new responsibilities, seeking out mentorship, and engaging in leadership development programs.

in summary, the question of whether it is better to be a good follower or a bad leader is not a simple one. While being a good follower is certainly important, it is not the only factor that determines leadership effectiveness. Ultimately, it is up to each individual to decide whether they want to pursue a career in leadership or focus on becoming a good follower. However, by understanding the importance of good followers and the consequences of promoting bad leaders, we can create a more effective and accountable leadership culture.