Nothing surprising there you might think but confirmation from an international study on bosses who procrastinate when carrying out tasks or making decisions showed that this led to less commitment from staff.
This is because staff feel less committed. “If the boss can’t be bothered why should I” is probably how they feel.
Employees are also more likely to display abnormal and unpleasant behaviour such as taking unnecessary sick days, being abusive to colleagues or stealing office supplies.
Dr Alan Lee, senior lecturer in Organisation studies and management at the University of Exeter’s business school who led the study said “We have found that procrastination from managers can be detrimental to their staff and companies need to take action to ensure that there are better relationships between bosses and employees”
Previous research showed that bosses who had mood swings had the worst impact on anxiety levels of employees. Staff like consistency.
I’ve always believed that toxic work places are a combination of poor leadership, bad recruitment and organisation culture.
Other research suggests that having positive goals can increase your well-being. Of course that depends on your relationship with the boss too. But it can offset intensive working if you believe that you are working to a goal that is positive or helps other people e.g. in the voluntary sector.
“People who score high in primary psychopathy lack empathy and are cool-headed and fearless. They don’t react to things that cause other people to feel stressful, fearful, or angry” according to Professor Charlice Hurst from Notre Dame University in Indiana.
She argues that businesses run by psychopaths end up as psychopath traps employing similar types as people with normal emotions can’t stand the toxic environment and leave.
She asked over 300 experienced employees about two fictional managers. One was adept at corporate speak but bullied people, showed a total lack of empathy, and took credit for others’ work. The other was inspirational, supportive, and considerate. Both were said to be equally valued and respected by the company.
Asked about working for the two managers and how angry it would make them working for him all said they would be happy working for the supportive one and most disliked the bully. But some people saw no difference and that depended on their own level of psychopathy.
Those with high levels weren’t upset by being abused at work and even said they felt more engaged at work. It could mean that a company led by psychopaths ends up with a highly engaged workforce of psychopaths.
“Psychopaths thriving under abusive supervisors would be better positioned to get ahead” said Hurst. “Companies with a problem with endemic abuse might notice increased turnover among employees low in primary psychopathy and retention of those high in primary psychopathy”
I’ve always thought that toxic workplaces need both a psychopath at the top and a culture that encourages bullying and abuse.
It’s well known that psychopaths are attracted to positions of power. There is extensive literature on the dark side triad of psychopathy, machiavellianism, and narcissism.
That’s not to say some, maybe most, nurses aren’t. I particularly remember one who held my hand throughout an uncomfortable 2-hour eye operation carried out under local anaesthetic and another who rubbed my back during an endoscopy examination.
But according to a recent study of professional values there is “a moral vacuum at the heart of nursing”.
Nurses are so ground down that they end up as “robots going through the motions” with a focus on clinical skills driving compassion from the job“. Yet compassion is part of the UK’s Nursing Vision.
Eight out of ten say their work conflicts with their personal values much of the time. The study concluded that it…
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Jobs generating almost £300 billion could be lost – almost a third of the UK total.
The North East and Northern Ireland are at risk of losing 50% of all jobs. London is the area least likely to be affected.
Responses to this “threat” are varied. Jeremy Corbyn has called for “common good intervention” by the state so that workers don’t lose out. The government has spoken of creating “jobs for the future”. Such as?
The Institute for Public Policy Research (IPPR) want a co-ordinated response with the establishment of a regulator to oversee the “ethical use of robotics and artificial intelligence“.
It thinks that increasing automation could deliver a boost to the economy but might only benefit investors and small numbers of highly skilled workers while everybody else loses out. (A bit like globalisation then?). It rejects the idea that we are heading for a post-human economy saying most jobs would be re-allocated not eliminated.
One of the authors admits however that “Some people will get a pay rise while others are trapped in low pay, low-productivity sectors. To avoid inequality rising the government should look at ways to spread capital ownership and make sure everyone benefits from increased automation”
- Industries most likely to be affected are agriculture, transport, food processing, and administrative jobs.
- The safest jobs are likely to be in education, information, and communication sectors.
There is also the risk that automation could increase gender inequality as jobs held by women are at more risk.
Now some of you might think you are dealing with a robot when it comes to making an insurance claim but this is serious.
With predictions by Oxford University that robots could take over 35% of jobs within twenty years with insurance under-writers at the top of the list, it’s no laughing matter.
Aviva has promised that any employee who says that their job would be done better if automated will be retrained for another job within the company. What kind of job that would be is not made clear but they will probably be less skilled, less rewarding and lower paid.
The idea, proposed by their American finance chief, is to “remove the robot from the person, not replace people with robots”. Nice soundbite but what does it mean when the company is planning to replace people by robots?
A White House report last year concluded that almost 50% of all American jobs could be automated and 80% of jobs paying less than $20 an hour. And the governor of the Bank of England has warned that 15 million British jobs are at risk (just under 50% of the UK workforce).
There are some jobs robots can’t do – yet. They can do administrative, clerical, and production tasks like building cars. They can make coffee and flip burgers. The former Chief executive of McDonald’s has been quoted as saying it’s cheaper to buy a $35,000 robot arm than employ someone who is inefficient at $15 an hour. Our local McDonald’s has just introduced touch screen ordering so no queuing to give your order to people.
Robots can even do surgery and may be better than humans with certain procedures but when it comes to selling, developing business ideas, or similar jobs relying on human interaction maybe not.
However online companies manage to sell an awful lot of stuff without any human intervention, and robots are being developed as companions for the elderly.
Originally posted February 28 2017 —————————————
In December an AI-based recruitment manager called Andi developed by Microsoft and Botanic started assessing candidates for three occupations.
It also offers lessons in interview techniques. The cartoon Avatar asks multiple choice questions but also sizes up the applicant’s personality through speech and body language using the video app Skype.
Mark Meadows, the founder of Botanic says the system could measure 24 aspects of a person’s character or personality through speech patterns and body language.
A manager wanting to hire someone can ask Andi to identify 10 candidates for a particular job and it is able to interview 1,000 candidates within an hour and come up with the best ten and rank the top three of them.
He gave an example of someone who “ums” and ‘ahs”s a lot who wouldn’t be picked for a public speaking job (human interviewers might be able to work that one out Mark).
Botanic’s previous creations include medical advice bot and a language teacher. He’s keen to develop what are essentially expert seems bots for a variety of applications.
In the meantime Andi looks like it will be doing HR, occupational psychologists and career coaches out of jobs!
updated January 8 2018
A study at Lausanne University, published in the Journal of Applied Psychology, tested more than 350 middle managers then asked staff to rate their ability.
There was a strong link between intelligence and ratings for those at the lower to middle end but above an IQ of 120 the connection started to reverse. Once the IQ gap between you and your employees is bigger than 18 points you are in trouble.
John Antonakis, the author of the report, said “The idea is that you need to be smarter than the people you are leading and smart enough to keep rivals at bay. But you mustn’t be so smart that they can’t understand you“.
This is not new. Adrian Furnham, a business psychologist and academic, writing in the Sunday Times back in 2005 made the same point along with others I think are worth repeating. He said:
–People prefer bright leaders
–The more intelligent the leader the more effective the team
–Intelligent people learn more quickly & inspire confidence
–Leaders need to be bright – but not too bright. If a lot more intelligent than team they will be misunderstood or seen as a threat
–IQ more related to Leadership when not under stress, which counters intelligence
–Leaders need to be stable ie resilient and hardy
–Social skills are important
So there is more to it than just your IQ score. Emotional Intelligence plays a big part.
As does not having a dark side personality that terrible triad of narcissism, psychopathy and Machiavellianism. And if you want to influence you have to demonstrate warmth as well as competence (Prime Ministers take note).
And if you want to stay ahead and keep brighter – only mix with the brightest!
And if you’re worried about the IQ gap between you and your team you know what to do – recruit more women!
It seems some HR people have taken that to heart.
According to People Management, the CIPD magazine, these are genuine job titles:
- HR scrummaster
- Vice President of teammate success
- Employee experience architect
- Employee journey guide
- Hiring ninja
- People and culture poet
- Mood coordinator
- Culture evangelist
- People gardener
- Snowflake nurturer (actually I made that one up)
As an ex-HR Director (and prior to that Head of Personnel Management) I despair at what these people actually do to help the organisations they work for.
This follows the tragic death of 18 year-old Connor Sparrowhawk who drowned in July 2013 while taking an unsupervised bath. He suffered from epilepsy, was autistic, had learning difficulties, and had a seizure in the bath. The Trust’s interim chief executive, Nursing Director Julie Dawes, admitted that his death was “entirely preventable” and the Trust accepted full responsibility.
Slade House, the care and assessment unit where the death occurred, has since been closed. Dawes accepted that the young man’s death continued to have a devastating impact on his family and she said the the Trust was truly sorry that they didn’t keep him safe.
She also said “the effect of his death had been far-reaching and had led to significant changes and improvements in the Trust”
In addition a Medical Practitioners Tribunal Service hearing a month ago found that Valerie Murphy, the lead clinician responsible for his care, had failed to carry out risk assessments on him before he took the bath. She now faces being struck off.
All this follows an independent inquiry into the Trust commissioned by NHS England after the Sparrowhawk’s death which found that over four years it had failed to properly investigate the deaths of 1,454 patients with mental health problems or learning disabilities. The inquiry team criticised the Trust for a failure of leadership and accused senior managers of not investigating and learning from the deaths.
The previous chief executive Katrina Percy eventually resigned after serious pressure along with the Chairman Mike Petter but not before some shenanigans about giving her another job and protecting her salary, and in the end not without a £200k payoff.
It’s good to know that there can be consequences sometimes for these management failures although not much satisfaction for the bereaved family.
NB A new chief executive has now been appointed along with other permanent senior staff so let’s hope they can turn the Trust round and provide a quality service the public is entitled to expect.
They are better than men at using people skills, the ability to take others with you, to compromise with good grace and to make employees feel valued.
They also outperform men in getting things done, can set ambitious goals and follow them through methodically.
They are even better at entrepreneurial skills such as innovation and have the courage to seize the initiative and communicate a vision clearly.
So what’s the catch? Well when the going gets tough it’s men that get going apparently.
After examining personality traits among Norway’s managerial elite it seems women are more likely to lack the emotional stability required in leadership so they wilt under pressure.
The authors said ” The survey suggests that female leaders may falter through their stronger tendency to worry – or lower emotional stability. However this does not negate that they are decidedly more suited to management positions than male counterparts. If decision-makers ignore this truth they could be employing less qualified leaders and impairing productivity”.
The researchers looked at the correlation between leaders and emotional stability, an outgoing personality, openness to new experiences, agreeableness and a methodical nature (these are all traits in the Big 5 personality model).
They also compared managers in the public and private sectors. They found that public sector leaders showed higher degrees of innovation, stronger people skills and more meticulous attention to detail. This applied more to senior rather than middle managers.
The most effective managers were those motivated by a genuine interest in their work and a sense of its value.
After the recession there were lots of anecdotal stories of female CEOs being preferred to mop up the mess left behind by former (male) CEOs and research that showed that female CEOs were trusted more. And there is evidence that having females in your team can make it more effective.
Marissa Meyer seemed to have lost the plot at Yahoo after banning working from home and building a creche next to her office so she didn’t have to.
Here in the UK there have been some embarrassing examples of senior women managers in the NHS who have had to leave their posts in disgrace. Perhaps only proving that there is equality and that women can be just as bad leaders as men