managerial derailment and self-defeating behaviors
TRANSCRIPT
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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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