Emotional Profiles of Bosses – Overly Self-Protecting Type – Asrar Qureshi’s Blog Post #904

Emotional Profiles of Bosses – Overly Self-Protecting Type – Asrar Qureshi’s Blog Post #904

Dear Colleagues!  This is Asrar Qureshi’s Blog Post #904 for Pharma Veterans. Pharma Veterans  aims to share knowledge and wisdom from Veterans for the benefit of Community at large. Pharma Veterans Blog is published by Asrar Qureshi on  WordPress, the top blog site. Please email to asrar@asrarqureshi.com for publishing your contributions here.

Credit: Pavel Danilyuk

Credit: Pavel Danilyuk

Credit: RDNE Stock Project

Let us talk about the bosses who are almost always considering their personal safety first. It is not that they are in some kind of danger; they are not, but they still exhibit overt need for their own safety. This behavior is displayed in various forms.

Self-protector bosses are driven by a strong need for self-preservation; therefore, they often exhibit characteristics that prioritize personal safety and distance themselves emotionally from their followers. This leadership style can manifest in aloofness, a preference for intellect over empathy, and a reluctance to display vulnerability. 

Here are some behaviors commonly associated with self-protecting bosses.

Aloofness and Emotional Detachment – Self-protector bosses tend to maintain a certain level of distance from their team members. They may be reserved, keeping personal matters private and avoiding emotional connections with their subordinates. We referred to this type in the previous post under emotional immaturity. Similar behavior is shown by emotionally underdeveloped people. 

Intellectual Dominance – They often emphasize intellectual prowess and a rational approach to problem-solving. They may prioritize data, facts, and logic over emotional considerations, sometimes neglecting the human aspects of leadership. We were taught a course in a multinational company which was based on motives and the corresponding behavior. One of the combinations was exactly this type, love for data, figures, achievements, information but no consideration for people. In team meetings, the focus might be primarily on data and metrics, with little attention given to the emotional well-being or concerns of team members.

Avoidance of Vulnerability – Self-protector bosses are uncomfortable displaying vulnerability. They may perceive vulnerability as a weakness and go to great lengths to maintain a facade of strength and invulnerability, fearing that any admission of imperfection might be exploited. They also tend to show as if they have answers to any and every question, and they provide answers with an air of authority and authenticity. For them, appearing to be vulnerable would be a big sin which they would never like to commit. A self-protector leader will rather avoid acknowledging mistakes or weaknesses, projecting an image of infallibility.

Limited Sharing of Information – Information-sharing may be limited because these bosses prefer to keep details close to the chest. This can lead to a lack of transparency, making it challenging for team members to fully understand the reasoning behind decisions or the overall direction of the organzation.

Focus on Personal Safety – They prioritize their own safety and job security, sometimes at the expense of the well-being and engagement of their team. Decisions may be driven by a desire to protect themselves rather than considering the collective welfare of the team and organization. The manager might resist changes that involve personal risk, even if those changes are in the best interest of the organization.

Communication Challenges - Effective communication may be a challenge for self-protecting leaders. They may struggle to connect with their team on a personal level, leading to misunderstandings and a lack of alignment with organizational goals. Communication challenge is not specific to these managers; it is a problem which we see commonly in Pakistan.

Empathy – Empathy, the ability to understand and manage the emotions of others, may be lacking. This can result in difficulties in handling interpersonal dynamics and building a positive team culture. Feedback could be delivered in a detached and analytical manner, lacking empathy or consideration for the emotional impact on the recipient.

It is essential to note that while self-protecting bosses may display these behaviors, leadership styles are not fixed, and individuals can still evolve and adapt. Recognizing these tendencies allows people to reflect on their approach and consider adjustments that lead to a more balanced and emotionally intelligent leadership style.

Changing behavior, especially for self-protecting bosses who exhibit tendencies of emotional detachment and a preference for self-preservation, requires self-awareness, commitment, and intentional efforts toward personal growth. Here are some recommendations for self-protecting bosses to change their behavior and develop a more effective and empathetic leadership style:

Develop Self-Awareness – Acknowledge and recognize the patterns of behavior associated with a self-protecting leadership style. Reflect on how these behaviors impact your relationships with team members and overall team dynamics. In the study of Emotional Intelligence, the first pillar is self-awareness, as it is the beginning of changing and developing self.

Seek Feedback – Solicit honest feedback from team members, peers, or mentors. Understanding how your leadership style is perceived by others can provide valuable insights and identify areas for improvement. It is a very demanding task for this type of bosses. If they cannot seek feedback directly, they may try alternate, indirect routes. 

Embrace Vulnerability – Challenge the perception that vulnerability is a weakness. Understand that displaying vulnerability can build trust and authenticity. Share your challenges, admit mistakes, and be open about your own learning and growth. The new concepts of leadership and management promote natural vulnerability, humility, and service to people. The level five leadership that Jim Collins talks about is more or less the same that George C. Maxwell’s levels of leadership are. The leader/manger should accept fallibility and vulnerability.

Promote Transparent Communication – Insist on open and transparent communication within the team. Share information about organizational goals, decisions, and challenges. This helps build trust and keeps team members informed and engaged. Ask team members to share their views and challenges and find solutions collectively.

Prioritize Empathy – Develop and practice empathy by actively listening to team members, understanding their perspectives, and considering their feelings. Empathy enhances interpersonal relationships and creates a positive work environment. Teams which have good inter-team relations, have greater strength and higher achievements.

Encourage Collaboration – Shift from an individualistic mindset to one that values collaboration. Encourage team members to share ideas, contribute to decision-making processes, and feel a sense of ownership in the team's success. Divide and rule is a very old, colonial idea, but it is still in vogue at too many places. Even organizational policies of individual rewards goes against the spirit of teamwork and collaboration.

Invest in Emotional Intelligence – Work on enhancing emotional intelligence, which involves understanding and managing both your own emotions and those of others. This can contribute to improved interpersonal relationships and effective leadership. EI has proven itself to be of great value in life, not just workplaces. It is therefore, essential to understand and learn EI.

Provide Constructive Feedback – When providing feedback, ensure that it is constructive and delivered with empathy. Focus on strengths, acknowledge efforts, and provide guidance for improvement in a supportive manner. Be specific and pragmatic rather than being sarcastic.

Cultivate a Positive Work Culture – Build a work environment that values positivity, inclusivity, and mutual support. This can be achieved by recognizing and celebrating achievements, fostering a sense of belonging, and addressing conflicts constructively. The current DEI – Diversity, Equality, Inclusivity is a great way to build a great work culture.

Set Clear Expectations – Clearly communicate expectations to the team and set a positive example. Providing a roadmap for success and recognizing efforts can contribute to a healthier work dynamic. Too many problems arise when the expectations are ambiguous or even contradictory.

Changing behavior is a gradual process that requires ongoing self-reflection and a commitment to personal growth. By implementing these strategies, self-protecting bosses can create a more inclusive, empathetic, and effective leadership style that fosters a positive and collaborative work environment. The rewards for change are sweet and worthwhile.

Concluded.