{"id":1776,"date":"2018-09-03T14:40:27","date_gmt":"2018-09-03T14:40:27","guid":{"rendered":"https:\/\/aurelis.org\/blog\/?p=1776"},"modified":"2018-08-18T16:11:28","modified_gmt":"2018-08-18T16:11:28","slug":"a-bully-is-not-an-open-leader","status":"publish","type":"post","link":"https:\/\/aurelis.org\/blog\/open-leadership\/a-bully-is-not-an-open-leader","title":{"rendered":"A Bully is Not an Open Leader"},"content":{"rendered":"

A bully is not open to \u2018total human being\u2019. He is not respectful. He is not free towards himself nor towards others.<\/h3>\n

[see also: \u2018From Bullishness to Leadership<\/a>\u2019]<\/p>\n

Enumerating the above and other \u2018elements\u2019 of bullying, is enumerating \u2013 in the negative \u2013 the ethics of Open Leadership.<\/p>\n

Contrary to the latter, a \u2018bully leadership style\u2019 confounds leadership with the function of \u2018being at the head\u2019. So, this style of \u2018leadership\u2019 is just no leadership at all.<\/p>\n

Moreover, a bully doesn\u2019t deeply control himself.<\/strong><\/p><\/blockquote>\n

By definition: that\u2019s part of what makes<\/em> him a bully.<\/p>\n

It also makes him unreliable as a leader. His hidden agenda may open itself any day. It may show itself in any covert way. Others may react to this in any uncontrolled way.<\/p>\n

A bully may think his style is working because he sees \u2018results\u2019.<\/strong><\/p><\/blockquote>\n

His narrow view sees \u2018direct results\u2019 when he lashes out and less results when he doesn\u2019t. Thus, in his experience, \u2018being open\u2019 leads to negative results.<\/p>\n

BUT: there is no \u2018motivation\u2019, only coercion. Really Open Leadership is not part of his expertise.<\/p>\n

Meanwhile, his subordinates are looking for ways out. They only do what they are coerced to. They don\u2019t share inspiration. They don\u2019t feel empowered. Eventually, commitment and productivity decrease.<\/p>\n

The bully may interpret this as \u2018those subordinates being lazy or uncooperative\u2019. He sees the cause within them, not within himself. He may even see this as proof that he himself is smarter than the rest. Functionally, he may be right: his subordinates really \u2018act\u2019 less smart, a kind of subconscious \u2013 or even conscious \u2013 sabotage.<\/p>\n

Thus, the bully-leader gets a sense of control that mainly concerns himself but has a reverse effect. His reflex will be to strive for even more control. It\u2019s a vicious circle:<\/p>\n

Bullying leads to more bullying.<\/strong><\/p><\/blockquote>\n

He elicits compliance since people are fearful, meanwhile unknowingly missing a huge potential.<\/p>\n

This may linger on for a long time, organizations being always subject to many factors. The competition may just be even (much) less efficient, if only through another bully at the top.<\/p>\n

Finally: the fall<\/strong><\/p><\/blockquote>\n

The bully seems to be able to keep people accountable. However, resentment may grow outside of his conscious awareness.<\/p>\n

If you think you cannot change, then you hold yourself from changing. In many cases, this is part of the bully\u2019s personality. When he sees that his attempt to change is difficult, this too may reinforce his idea of being on the right track. He\u2019s stuck.<\/p>\n

Unfortunately.<\/p>\n

When there is a chance to throw him off his pedestal, the fall may be hard.<\/p>\n

Meanwhile, the whole organization may become less \u2018Open\u2019.<\/p>\n

Picture this into many organizations and the whole society becomes less \u2018Open\u2019.<\/p>\n

This is extremely serious.<\/p>\n

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A bully is not open to \u2018total human being\u2019. He is not respectful. He is not free towards himself nor towards others. [see also: \u2018From Bullishness to Leadership\u2019] Enumerating the above and other \u2018elements\u2019 of bullying, is enumerating \u2013 in the negative \u2013 the ethics of Open Leadership. Contrary to the latter, a \u2018bully leadership Read the full article…<\/a><\/p>\n

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