How To Identify Leadership Practices That damage Employees’ Morale
- Guest Author
- November 17, 2016
- No responses
A motivated workforce is one of the biggest assets of any organization. However, consistent motivation seems to be a challenge for many businesses, as a 2013 survey found out that just 58 per cent of staff interviewed affirmed to be motivated. Interviewees listed poor management and leadership skills are one of the top demotivators in the workplace.
To address this issue, the use of morale-boosting techniques and strategies has become increasingly common in the corporate environment. This includes team building exercises, sales training games, and corporate events. However, the effectiveness of these strategies may be limited unless a top-down approach to leadership is implemented. In fact, even far-reaching strategies, like making changes to the organizational culture and structure, may fail to accomplish the intended goals if they are not supported by effective leadership.
But what exactly is effective leadership? To answer that question, we should first look at common leadership practices that damage employees’ morale. These include:
- Poorly defined goals and strategies: teams and individuals must have clear objectives. Otherwise, everyday tasks quickly become meaningless routines. There should be continuity in the company’s structure, goals, and business plan, as inconsistency has been proven to have a detrimental effect on staff.
- A rigid organizational hierarchy that does not allow for career progression: every staff member should benefit from a structured and personalized development plan. This also includes team leaders and managers, who should make leadership training part of their professional development.
- Poor communication: renowned psychologist Dan Goleman has suggested that business leaders should be able to communicate with employees at a personal and emotional level in order to effectively motivate them. Timely and constructive feedback is also essential.
- Failing to empower employees by not delegating responsibilities and not requesting their input on organisational decisions: delegation should be implemented as a strategy that is aligned with the company’s goals, and not as a last-resort solution that is only used when the business is under pressure or tasks need to be reassigned because staff members are on leave.
As CIPD researchers affirm, 21st-century leadership involves a distributed, flexible, and inclusive approach. This will go a long way boosting enthusiasm and motivation levels in the workplace.
Monika Götzmann is the EMEA Marketing Director of Miller Heiman Group, a global sales training and customer experience company. It specializes in providing exceptional sales training courses and helps organizations develop business strategies to achieve sales success. Monika enjoys sharing her insight and thoughts to provide better sales and leadership skills training.
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