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How do we really measure the qaulties of a good leader? There are several factors and sure signs you will notice when the person leading your team knows exactly what he or she is doing. One sure sign …

How do we really measure the qaulties of a good leader? There are several factors and sure signs you will notice when the person leading your team knows exactly what he or she is doing. One sure sign is a healthy and happy workplace or team.

But, just like everyone else, leaders are not perfect, and we don't expect them to be. However, there are a few qualities in our leaders that we wish would disappear.

This is a list of 5 character flaws leaders should avoid developing.

More in: Business , Education
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  • 1. 5 Character Flaws Leaders Should Avoid Developing There are few examples of perfect leaders throughout history, and for a good reason. People who get a taste for power tend to revel in it, at least when they’re not abusing it. As the saying goes, “power corrupts, absolute power corrupts absolutely.” Those in a leadership role seeking to avoid such a fate would do well to be vigilant against developing the following five traits... 1. Arrogance There’s nothing more frustrating than a know-it-all, especially when they’re the boss. Acting like you are the smartest person in the room is never endearing to others, especially when it is just an act. Regardless of how intelligent a leader may or may not be, it is not a leader’s job to outsmart his or her team, but to coordinate and guide them toward a common goal. While most leaders attain their position based on their merits, this does not give them license to become an egomaniac. If you develop a bad case of Braggart’s Syndrome upon promotion, expect to be seen as a petty person who is unfit to wield any power whatsoever. Keep in mind that, though you may be Number One, your team has the rest of the numbers, and they will use them against you if treated poorly long enough.
  • 2. 2. Micromanaging A lot of those in leadership roles believe it is their duty to control every aspect of a project, from start to completion. More often than not, such attitudes hinder a team’s progress rather than increasing it. All leaders should be heavily involved with their team members, but not to the extent of telling them how to do their jobs. The entire point of having a team is so that tasks can be delegated to those with the training and know-how to complete them. The task was assigned to the team member for a reason, and if they need your help to complete, they will ask for it. The leader’s job is to guide the team and make sure everyone is doing what they’re supposed to and smoothing out obstacles that arise. Telling a specialist how to do their job is not only frustrating, but demeaning as well. 3. Assumption A leader should never assume that everyone automatically knows what they’re supposed to be doing, and how it is to be done. It is the responsibility of the leader to communicate with his team what is expected of them, when it is to be finished, and any special criteria pertinent to the task. If you only explain your expectations and then leave them to it, don’t be surprised when setbacks arrive.
  • 3. Another aspect of assumption is assigning a team member a task without explaining why it needs to be done. If a subordinate doesn’t understand the importance of what they’re doing, they may not show the necessary level of attention and care it requires. Nobody likes feeling that what they’re doing is just busy-work, and if left unchecked the team member will end up resenting the leader over time. 4. Inconsistency Nobody enjoys working with, or for, somebody who treats clients and other higher-ups with unfailing courtesy, only to lash out at their own team at the drop of a hat. Besides making the leader look like a spineless suck-up, it is likely that he or she will be viewed as little more than a bully, taking out their frustrations on those under their authority. This is not the stuff of exceptional leadership. If a leader is unable, or unwilling, to treat their own staff members with the same respect and courtesy shown to “outsiders” they have no business holding the position in the first place. At the very least, they shouldn’t expect to shown the same respect they have denied their subordinates.
  • 4. In fact, such a leader should consider themselves lucky if they are NOT being mocked behind their back. It’s pretty much a given that at some point during the process of working together, someone will make a mistake. Most likely multiple team members will goof up at least once. A discussion of the mistake, what can done to fix it, and ways to prevent it from happening again is perfectly acceptable. Abusing and berating a subordinate over a mistake is not. 5. Aggression A leader who believes they are the alpha of the pack and can therefore treat the ‘betas’ however he or she pleases is not an effective leader. If you feel obligated to threaten, intimidate, or yell at your team members you’re likely to learn those same individuals don’t feel obligated to tolerate your antics for very long. Nobody wants to willingly work for a bully, and so don’t be surprised when your team decides to search for greener pastures. Or, at least, any other pasture where you won’t be found. Of course, most leaders with aggressive urges know better than to display them too openly if they want to keep their position. What many don’t seem to realize though, is that aggression is conveyed not only through words and actions, but also by one’s tone and body language.
  • 5. A leader that is condescending and sarcastic toward team members is no less aggressive than one who is screaming bloody murder. The only real difference is how overt the behavior is to others.