ABSTRACT
This chapter prepares the reader to recognise, reflect upon, and eliminate counterproductive leadership ideas. Ego (self-centredness as a basis for identity in a role) and charisma (personality traits imposed upon others knowingly or unknowingly) are risky elements dominated by negative effects, such as narcissism, perhaps even including popular notions of so-called visionary leadership. Management controls (e.g. target-setting and management-by-objectives) or a focus on results and activities (management-by-numbers) are presented as illusions of control designed more for the benefit of leaders (i.e. being seen to manage) rather than to achieve relevant results. The view of organisations as machines (i.e. so-called scientific management), still familiar in many corporate circles, is presented as counterproductive, as are win-lose and zero-sum perspectives. Other approaches which waste time, resources, trust, and effort include self-fulfilling pseudo-management, including thoughtless delegation, fake consultation (i.e. gathering opinions on already-decided strategies), and fake engagement (e.g. supposed staff participation in decision-making). At an individual level, blame, coercion, lying, concealment, and the less obvious delusion of false hope (in work situations that are particularly challenging) are also examined. All the leadership ‘cards’ are on the table; leading is not an advanced method of game-playing or psychological coercion. Remedies are offered in later chapters.
