Some argue that there are many unethical, critical, or unfriendly leaders out there and that we should consider replacing them with machines. After all, isn’t leadership really about getting things done in the most efficient and equitable way possible?
If we improve our processes and processes, we should be able to increase employee productivity. is not it ? Wouldn’t it be better to replace human rulers with robots? Not only would we have simpler processes, but we probably wouldn’t have any inconsistencies in employee behaviors either. And he came to think about it, aren’t humans incapable of being moral, available, and positive leaders?
But does leadership come down to this? Ask anyone who works for a boss and they’ll tell you it’s about more than efficiency. They’ll also tell you that when they worked with a positive, ethical, and genuine leader, it was one of the most rewarding professional experiences of their lives.
Joyce E.A. Russell, The author of this article has taught leadership for many years and has consulted with many companies. She would always ask a simple question to her employees: “Tell me if you have ever worked for a ‘bad boss’ or a ‘good boss’?”. Hands usually rise very quickly. Anyone who says they worked with a bad boss immediately cites a whole host of issues that are getting on their nerves and causing them to leave the company. These problems are as follows: Lack of recognition in the work of the individualbeing micromanaged, being reprimanded without cause, being ignored, not receiving promised apprenticeships or development opportunities, being led by an incompetent or inexperienced leader, and more. In this case, bots seem to be a better option.
However, those who talk about their good bosses (and many still do) light up when they mention how inspired they were by their leaders’ actions, such as how they showed how they cared for them or their families, listened to their ideas and suggestions, and the way they made them feel important, or The way they instilled a higher purpose in what they were trying to achieve. For these employees, leadership isn’t just about improving processes or making things more efficient. It is a one-on-one relationship in which the leader and employee have a bond that motivates and arouses the employee to a higher calling and to do and feel more than they ever expected. A leader’s genuine charisma, individual consideration, or the way they motivate an employee to think creative ideas in the workplace make the employee feel connected to themselves, their colleagues, the business, and to the community or society at large. In leadership research, we talk about the impact of transformational leadership on employee motivation and performance, and how employee performance exceeds expectations based on the leader’s actions. So the leader is important, and it’s not just about competence and doing well.
We also know that there are ethical leaders and servant leaders who care deeply about their people. Leaders who take the time to learn about their employees’ hobbies or family and who support them through difficult times. Again, ask anyone who says they work for a “good boss.” They know what business means With someone who inspires you so much that you’re willing to go to work early, stay late, help train other employees (even if it’s not your job), and express enthusiasm for what gets done every day. This link is not likely to be replaced by automation or bots.
Of course, the naysayers aren’t wrong. Not everyone is a positive leader with integrity and not everyone should be in a leadership position. Not everyone wants to play a leadership role either. In fact, it is a good idea to have dual career ladders in organizations to allow employees to advance technically and professionally or at leadership level. Likewise, not everyone is destined to become the CEO of a company. Actually, why are there so many management positions like CEO, COO, CFO, CIO, CEO of the company, etc. They play different roles andThe right people in every role. Some have mastered the art of process optimization, cost monitoring and process streamlining. Others are experts who drive the company forward in terms of technology or marketing. Still others are strategic visionaries, passionate about driving their business forward and able to create the right culture, one that recognizes and values people and their unique talents and contributions.
Some CFOs, CIOs, or COOs can advance to CEO positions and be successful. On the other hand, others prefer to stick to their strengths rather than force themselves into roles that do not suit them. Perhaps once in the CEO role, they will prioritize efficiency, streamline operations, and adopt new technologies Or cut costs by taking the time to meet with employees or hold meetings to encourage team building and improve morale. After all, business lunches, team building, or award ceremonies eat up valuable work time and, at first glance, don’t seem “effective” or “productive.”
To say that we should abandon human leaders and replace them with robots is going a bit too far. It is precisely the human part that allows leaders to empathize with their employees when they are going through a difficult time. And in recent years, with all the challenges posed by the pandemic, don’t we need a more positive, humane and civilized relationship at work than ever before? Shouldn’t we make employees understand why they are there, who they work for and how they can really make a difference in our company? Don’t we need leaders who can model compassion, caring, passion, and fun in the workplace? Aren’t things crazy enough with all the rudeness, anger, and mental health issues?
Let’s use automation to improve our operations, but let’s have humans do what people do best: show empathy, tolerance, gratitude, and openness to diversity. Granted, we may not have a perfectly consistent way of doing things, but with effective leadership training and development, we can help leaders be the kind of positive, ethical, and fair that our society so desperately needs today.
Translated article from Forbes US – Author: Joyce EA Russell
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