MACHO MAN ?

Macho managers
by Cindy Mahoney

"Tough talking", "no-nonsense" and "gets the job done" are euphemisms that are often associated with a forceful leader. But where does strong leadership stop and bullying begin? How many managers get the job done but leave staff quivering in their wake? Does a tough management style achieve good results?

Research by Fairplace Consultancy with Cass Business School in the United Kingdom identified 30 key characteristics of an ideal manager, covering behaviour, values, skills and experience. But the respondents in the research could also identify at least one colleague, past or present, whose behaviour and integrity left much to be desired. Some of the phrases they used to describe these managers included: "he ruled by fear", he was opinionated and arrogant", he was dishonest and devious", "he blamed his staff", "he took credit for his subordinates' work" and "he would whisper poison in the CEO's ear".

In all cases such behaviour was linked to ineffectiveness in the role. This represented a major change from the situation 15 years ago, when these characteristics were regularly demonstrated by people who were perceived as "great leaders" or, at worst, "hard-nosed business performers". So it would seem that the tide has turned.

The research findings help to dispel any persistent myths about the superiority of the macho manager, but they also raise the question of how these people managed to secure such responsible positions in the first place. Was it the pressure of leadership, coupled with a lack of preparation for such a role, that caused them to display such negative characteristics, or were these in place already?

As people move into senior positions they often find themselves outside their comfort zone. They are confronted with unfamiliar issues that go beyond their functional expertise, a high degree of uncertainty and complex decisions of significant consequence, which are highly visible in the sense that everyone knows who carries the can if things go wrong.

Managers who don't build a strong team around themselves to harness the support and talent of others can, therefore, find themselves in an isolated and stressful position. But adopting bullying tactics is not the answer. Inappropriate behaviour in the workplace can take many forms.

Actions that the recipient may construe as bullying include:

Insults – critical or demeaning comments that are intended to humiliate or ridicule.

Threatening behaviour.

Harassment – eg, constant pestering or psychological mind games.

Rejection – eg, social exclusion.

Through such behaviour the bully is trying to create an imbalance of power that they can exploit for personal benefit. For the individual being bullied, the physical and emotional impact can be huge. Their team, the organisation and, often, relatives and friends can also be seriously affected.

The personal consequences include:

High level of stress.
A loss of self confidence.
Depression, including sleeping difficulties and weight problems.
The deterioration of personal relationships.
The consequences at team and organisational level can include:
Low morale.
Absenteeism.
Increased staff turnover.
A reduction in productivity.

A negative cultural impact on those who observe bullying and see no action being taken.
An increase in the number of grievance cases and, potentially, employment tribunal claims if problems are not addressed adequately.

If a company helps its managers to develop positive and inclusive behaviour, it will benefit those individuals, their teams and the business as a whole, because it will avoid the serious costs of macho management. There's a wide a range of tools, techniques and interventions on the market that can help employers to put a stop to bullying. Here are some that your organisation might want to consider:

360-degree feedback. This is one of the most effective ways for a leader to understand how their behaviour affects everyone around them. If the organisation's culture does not support the delivery of face-to-face feedback, an online tool is a powerful alternative. The best ones provide the opportunity for self-evaluation and input from managers, peers and staff, as well as from stakeholders such as clients.

Psychometric tools. These help people to understand more about their own values, motivators and behavioural preferences. There are also a number of self-assessment tools to help analyse skills gaps. They can provide invaluable insights and increase self-awareness among developing leaders.

Coaching. Studies suggest that the most effective intervention for a leader is a coaching programme tailored to their specific needs.

Mentoring. Mentors can provide advice and guidance, help instil confidence and offer reassurance. A mentoring relationship can be instrumental to the success of the recipient's career, according to research.

Career management. Encouraging leaders to take charge of their own career development is another powerful approach – as long as they are given the resources to do so.

Soft skills training. The continuing development of both interpersonal and technical skills is a vital ingredient in ensuring that your organisation's leaders to their jobs effectively.