Jackie Switzer
Failing to communicate, fearing to 'rock the boat', a reluctance to make decisions independently. Sound familiar? These are the traits, according to recent research, that represent the "dark side" of public sector leaders.
While private sector leaders may go off the rails through arrogance and overbearing behaviour, the risks of derailment for leaders in the public sector are more subtle. Research by Psychological Consultancy Limited suggests that public sector leaders are likely to fail through fearing to 'rock the boat', failing to communicate and a reluctance to make decisions independently.
The findings also throw doubt on the much-touted idea of seconding managers to and from the public and private sectors.
Self destructive tendencies
The research uses a personality questionnaire to look at the 'dark side' of management - the deep rooted and potentially self destructive tendencies that can derail a leader. Often the greatest virtue can become the greatest flaw when, for example, being confident flips over into arrogance, or being conscientious turns into micro-managing and criticising others.
It is estimated that over 70% of leaders will derail during their careers, often through alienating others or eroding commitment or loyalty.
The questionnaire highlights 11 proven traits that can derail leaders, each named after the acceptable and unacceptable aspects of each characteristic, including, for instance, charming-manipulative,
shrewd-mistrustful and dutiful-dependent.
Geoff Trickey, managing director of the consultancy says when people are under pressure, they stop managing and attending to others, and this is when 'dark side behaviours' show through. "It is when you can no longer put on the amiable mask at work."
The research shows key differences between the private and public sector. The dark side of leaders in the public sector is more likely to be expressed by being unassertive, overly accommodating and unwilling to make decisions independently or take an unpopular stance.
Under pressure
Trickey says: "Reorganisation and restructuring is a major cause of stress as the rules keep changing. Under pressure, public sector leaders may have a stronger tendency to not see themselves as the leader; the person on whom everything depends.
"They may be more likely to find managing people tiresome and actively look for opportunities to not be there. With the pace of change creating more disgruntled people with unfulfilled expectations, this can be dangerous."
The research suggests that public sector leaders may be less willing to make independent decisions and prefer to defer decisions upwards.
"This could be linked to public accountability but it can mean you don't get the kind of crisp decision making you need as people are concerned about covering their own back."
Compared to the private sector, there is less of a tendency for public sector leaders to become egotistical, manipulative, exploitative or flamboyant.
In the private sector the dark side is more likely to emerge through leaders who may overestimate their own talents and be unwilling to listen to the advice of others.
The research suggests that the trend for people with different personality characteristics to be drawn to the public or private sector may be both a cause and consequence of the different cultures.
While the private sector needs to take greater risks, and staff to embrace this, the public sector needs to be more prudent to manage public affairs and budgets.
Just how does this affect leaders who move between the private and
public sector?
Trickey says: "It's difficult to generalise but I'm not sure simply bringing in private sector talent is the answer. In any organisation there is an expectation of what is culturally acceptable. Just as vivacious and dramatic behaviour can be acceptable in the media but not in a tax office, you need to think of the contrasting cultural styles."
Jackie Switzer is a business psychologist at executive recruitment and interim management agency Rockpools
