For decades, experts have touted the advantages of humble leadership. Humility draws people to trust, follow and perform in ways no other leadership trait can. The executive world has been given so many case studies and success stories to make it virtually impossible to refute the power of humility in leadership.
Yet more than ever, employees raise complaints about the chronic levels of arrogance in their leaders. Studies show growing trends of employee dissatisfaction, disengagement and turnover due to leadership arrogance. Arrogance at top corporate levels is statistically responsible for startlingly high failure rates in teamwork, efficiency, goal achievement and profitability. One of the top, most disdained leadership traits reported in surveys is arrogance, indicating the prevalence of the problem.
Somewhere lies a disconnect between theory (which is generally accepted) and practice. Human nature plays a key role in this disconnect, but it doesn’t have to be this way. Fortunately, there are ways for leaders to recognize arrogant tendencies and do away with them. Failure to do so typically spells the failure of a career.
This article and Article Nuggets examine arrogance in leadership, how it is fueled and how to break the arrogance mold.
This is a brief synopsis of an 1,600-word article and 3-Article Nuggets*, suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.
The complete article includes these important concepts:
- The nature of arrogance
- What fuels arrogance
- Breaking the arrogance mold
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*Article Nuggets: The same article broken up into 3-5 blog-style sections suitable for a series of blog posts or shorter newsletter articles.