Reversing Leadership Regression
Whether the result of a global financial crisis, an acquisition, or a significant shift in business strategy, senior leaders in companies facing abrupt and widespread change frequently experience heightened levels of stress that can hinder performance. Under these circumstances, executives typically retreat to "comfort zones" and apply management styles that have worked well for them in the past. However, what makes leaders and leadership teams successful under normal circumstances is not necessarily what results in success during traumatic times.
This issue of Executive Insights looks at how particular leadership styles and their strengths can become weaknesses during times of crisis within an organization. It also provides practical suggestions on how to evaluate individual styles, recognize their limitations, and reach out to individuals and teammates to formulate new behaviors that are more productive to the current situation.