How Toxic Leadership Sinks Projects
"'tis impossible to be sure of any thing but Death and Taxes" (Toby Guzzle, in Christopher Bullock, The Cobbler of Preston, p. 21).
In today’s world, this quote could be updated to “death, taxes, and over-budget, delayed software implementations”.
Regardless of project management methodology, most software development professionals have dealt with micromanagers tracking every moment of their team’s time, or product managers demanding unachievable deliverables without consulting the people doing the work, or senior stakeholders refusing to listen to team members who raise risks and issues or ask for help. This kind of controlling behaviour creates toxic work environments that undermine project teams, risking employees’ well-being and contributing to project underperformance.
Why do organizations allow and sometimes even encourage this problematic top-down management style despite these risks? Is it simply because most corporations have historically been hierarchical entities and tradition demands a master/servant dynamic between management and employees?
Maybe its time to look at other management styles with demonstrated potential for improving project success.
Relational leadership offers an alternative approach that seeks to create healthy, efficient, and productive project environments.
Hallmarks of Relational Leadership (Cunliffe & Eriksen, 2011; Rayner, 2020; Schillinger, 2022):
Non-hierarchical - team members on the project share a common goal, and no one has a higher status than anyone else. Relational leaders manage from within the team rather than from above. The maintenance of healthy relationships between team members (including management) is prioritized.
Inclusive - team members are encouraged to voice opinions and share ideas in a safe environment. Diversity and differences in communication style are respected.
Ethical - relational leaders prioritize relational dynamics within and between project teams. Because this requires trust, empathy, and open communication, ethical behaviour is a foundational component of relational project teams.
Respectful - relational leaders collaborate with team members, rather than dominating them. Team members are viewed as capable professionals and are expected to perform their tasks within agreed deadlines and ask for help as needed.
Co-operative - team members work together towards a common goal, helping and supporting each other. Roles and responsibilities are somewhat fluid, and various stakeholders may step in to assist as needed.
Empowering - team members are encouraged to participate in project decisions and to communicate openly with all project stakeholders.
By flattening the project organizational structure, giving team members a sense of ownership, and creating safe and nurturing work environments, a relational approach to leadership can improve efficiency and productivity, contributing to on-time, on-budget project delivery.
This is the first in a series of articles I will be posting on the topic of Relational Leadership. I appreciate your feedback and insights on this topic, as well as suggestions for future content. You can reach me at amajohnswork@gmail.com.
References:
Cunliffe, A. L., & Eriksen, M. (2011). Relational leadership. Human Relations, 64(11), 1425-1449. https://doi.org/10.1177/0018726711418388
Rayner, L. (2020, September 14). What is the Relational Leadership Model? Retrieved from Graduate Programs for Educators: https://www.graduateprogram.org/2020/09/what-is-the-relational-leadership-model/
Schillinger, C. (2022, May 3). Dare To Un-Lead: What Is Relational Leadership? Retrieved from YouTube.com: https://www.youtube.com/watch?v=4R8pvq4JS70