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Having an inflated sense of pride in the workplace is a difficult thing to manage and correct, especially when it is associated with individuals in leadership positions. It can be tricky to balance confidence - which is necessary in leadership – but avoid egotistical behavior.
Let's first look at the dangers of ego in management and leadership, and then the ways in which leaders can inspire employees without patronizing them.
Problems presented by inflated ego
Dr. Mary Kay Whitaker, a leadership training guru and executive director of About Leaders, offered her opinions on ego. She argued ego can quickly lead to major issues with listening and patience, and egotistical leaders might be more prone to feeling as though they have no reason to change their behavior.
Dr. Kay Whitaker reasoned that if a manager is overly confident, how could he or she see there is any need for self-improvement? She went on to explain that ego in leadership can disrupt approaches to management that fragment teams and hinder employee productivity, and that those who succumb to this characteristic's negative impacts will rarely succeed as leaders.
Balancing ego and confidence
The Business Group - a consulting firm - argues that confidence is critical at all levels of business, especially leadership. Second-guessing and a lack of definitive tone within management conversations with lower-ranking employees can lead to several issues, including those related to respect and even being able to believe in the leader.
So, managers must find ways to harness their confidence without allowing their egos to get in the way.
Tristan Boutros offers tips for managers to help control their ego:
Leadership training programs can also assist managers in striking this balance.
Let's first look at the dangers of ego in management and leadership, and then the ways in which leaders can inspire employees without patronizing them.
Problems presented by inflated ego
Dr. Mary Kay Whitaker, a leadership training guru and executive director of About Leaders, offered her opinions on ego. She argued ego can quickly lead to major issues with listening and patience, and egotistical leaders might be more prone to feeling as though they have no reason to change their behavior.
Dr. Kay Whitaker reasoned that if a manager is overly confident, how could he or she see there is any need for self-improvement? She went on to explain that ego in leadership can disrupt approaches to management that fragment teams and hinder employee productivity, and that those who succumb to this characteristic's negative impacts will rarely succeed as leaders.
Balancing ego and confidence
The Business Group - a consulting firm - argues that confidence is critical at all levels of business, especially leadership. Second-guessing and a lack of definitive tone within management conversations with lower-ranking employees can lead to several issues, including those related to respect and even being able to believe in the leader.
So, managers must find ways to harness their confidence without allowing their egos to get in the way.
Tristan Boutros offers tips for managers to help control their ego:
- Give Praise: Find ways to praise others within your team or organization.
- Seek Mentorship: Commit to listen to others with an open mind.
- Learn: realize you don't have all of the answers and try to learn from others.
- Recognize Behavior: Boutros said one of the best ways to recalibrate an overactive ego is through humility. Realize that work is not all about you.
- Create a Vision: Share a clear vision with those in your organization.
Leadership training programs can also assist managers in striking this balance.
