Bad Bosses to get the boot in 2019 - The Institute of One World Leadership, aims to eradicate destructive leadership behaviours and develop a new generation of leaders.
It can be soul destroying, after two weeks of festive freedom, we return to work and are expected to display deferential obedience to our bosses and leaders.
We generally obey without question, but the past year has shown how some 'leaders' have used obedience as a means to coerce subordinates into unwanted situations, such as sexual favours, either for promotion or to avert reprisal.
How can we ensure we aren't placed in such a situation by a superior?
The UK based Institute of One World Leadership, aims to eradicate destructive leadership behaviours and develop a new generation of leaders worldwide, who focus on Positive Value Leadership.
This is an approach that rewires the attitudes of anyone aspiring to hold a position of power, or having a leadership role. Noel Ferguson, executive director of the Institute explained that most leaders don't set out to be bad.
'Leaders aren't necessarily bad people; rather, they lose their moral bearings, or they have witnessed other leaders be rewarded for treating people badly.'
'Leaders need to realise that their role is to create inspiration, not crave admiration.'
Is it possible to change values?
But is it really possible to change a person's values? Business Psychologist, Mantas Bolys explains.
'It is possible to change our values in the wake of a moment, if faced with an event or enlightenment, of overwhelming emotional and/or intellectual challenge to our values, that what we once believed to be true, or appropriate, is shown to be something completely different.'
He explained that it requires thought and introspection. 'Many people get into leadership roles in response to their ego needs. It requires reframing of their leadership from being ego centred to servant centred.'
What exactly is Positive Value Leadership?
Noel Ferguson explained the exemplars of Positive Value Leadership.
Probity -leaders will not use their position to influence, force or coerce any individual, entity or organisation into acts which are harmful to the same.
Potency '“ leaders will be inclusive to all, exclusive to none and will uplift people with every interaction.
Planet '“ leaders will use resources, human, natural and capital, responsibly in an efficient manner, taking account of and mitigating the organisational, societal and planetary consequences of their use.
People '“ leaders will treat people with dignity, respect, and be mindful of the emotional, mental and physical impact they have on the well being of others.
Perception '“ leaders will encourage and facilitate the exchange of information, not withholding or using information for inequitable advantage.
But does Positive Value Leadership work in real life?
Andrew Wylie, the head of the programme management office at the General Council of the Bar of England and Wales thinks so. 'Our business focus means we have to ensure projects are delivered on time, quality and budget. The exemplars around resources and planet, minimising waste, being efficient is at the heart of good project governance.'
Dr Nodira Akhrarkhodzhaeva, Director of Medical Excellence Consulting in Tashkent, Uzbekistan, uses the approach too. 'The people areas of dignity and respect are critical, for working with colleagues, clients and patients. Everyone understands that I adhere to these values, not just for personal benefit, but for their benefit too.'
Lisa Glithero, regional manager at IRIS Optical in Calgary, Canada, has 15 years senior management experience. She believes her new focus on collaboration, accessibility and coaching is responsible for her success in expanding the business across western Canada.
'As a senior manager my focus is on driving business success; measuring this through Key Performance Indicators.'
'It is all too easy for managers to use KPI's as a stick to threaten subordinates with. By focusing on values of participation with my business teams, I've been able to improve communication within the business, helping colleagues understand that measuring performance is about rewarding successful behaviours.'
But what about the novice leader?
Prof. Dr. Katrin Stefan, head of the StartUp Center, at Kempten University of Applied Sciences in Germany, is amongst academics encouraging students to adopt Positive Value Leadership.
She has witnessed the impact it has had on her students. 'Mention the term 'leadership' to either young or mature students, and they always have an interest. When they grow to understand the values based approach, it is more than interest, it becomes a light-bulb moment for them.'
One student is Achmed Emad, a young manager in the financial sector. Born in Cairo, Egypt during the Mubarak era, his family later emigrated to Dubai. Now in Germany, Ahmed has struggled to fit in.
'It is difficult to understand a new culture and workplace. I felt inadequate, that I didn't deserve to be where I was. Learning how to use humility, empathy, and equitability in my management has transformed my apprehension to excitement. I now feel part of the workplace again and able to direct my team. '
But don't bad leaders always seem to win?
Regardless of the admirable objectives of changing leadership values, is it not the case that the very worst bosses - the bullies, the egomaniacs, and the bad leaders - always seem to come out on top, leaving a trail of victims and destruction in the wake?
'Yes', agrees Noel Ferguson, 'because usually bad leaders are never challenged or called out.' He believes that the tables are about to be turned. 'Now bad leaders won't just be called out, they will be pointed out; while good leaders will be sought out to gain the opportunities they deserve.'
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