Over the past few decades, have we truly learned anything new about the relationships between leader behavior, morale, workmanship, and turnover? It's a question worth exploring as we examine the history of leadership and its impact on organizational dynamics.
In the early days, managers were expected to exhibit boss-like behaviors, exercising totalitarianism in their approach. Loyalty was demanded, and backbreaking work was the norm. However, societal shifts during the Industrial Revolution paved the way for a transformation in leadership styles.
Post-World War II, with a surge of veterans entering the workforce, leadership began to witness a change. The workforce, once fighting for a noble cause, now found itself engaged in routine, monotonous jobs. This shift required leaders to adapt their styles and motivate the transformed workforce.
As morale gained importance, it became evident that leader behavior played a pivotal role in influencing productivity. Employees needed to feel a sense of well-being, security, and freedom to be productive. The benefits of positive behavior, showcased in various media, began to influence societal perceptions.
In the 1990s, a new theoretical direction emerged, emphasizing the significance of leader behavior in shaping workmanship and productivity. All blame for poor performance shifted away from employees, and leaders were held responsible for fostering positive work cultures.
Leader behavior became the focal point of management and leadership theorists. Every move, decision, glance, and word of leaders was under scrutiny. It became clear that corporate brand and reputation were intrinsically tied to the behavior displayed by leaders at all levels.
Reputation extended beyond the confines of corporate walls. It impacted an organization's ability to attract new employees and retain existing ones. Positive socialization, consistent outward-focused behavior, and supportive cultures were identified as essential ingredients for success.
As we take this journey through the history of leadership, it becomes evident that compassionate, inspiring, and caring behavior are the key drivers of employee productivity and satisfaction. Leaders must aim to prevent problems, be emotionally sensitive, and foster cultures that encourage growth and experimentation.
In the words of Rosabeth Kanter, "Confidence comes from the belief that you personally are supported and cared about." Leaders should strive to build this confidence by exhibiting human touches, recognizing employees' contributions, and engaging in meaningful conversations.
Let's hope that we have indeed learned from history and evolved as leaders. By embracing positive behavior and embracing a compassionate approach to leadership, we can pave the way for a thriving and successful future for our organizations and teams.
