An insecure leader; a detriment to the organization.

Anxiety is at its peak for employees during the last quarter of the fiscal year as it is the time for evaluations, assessments and performance appraisals. The sales team would be behind numbers and the delivery and operations team behind deadlines. Later during the first quarter, the annual appraisal is initiated and the employees become busy showcasing their achievements of the assessment year. Few get good ratings through diligence and genuine hard work.  Some shrewd members get excellent ratings by being in their manager’s good books either by flattery or by being extensively submissive.

If a manager is a humble confident leader, then all sincere team members get recognized and rewarded. On the contrary, if a manager is an insecure leader, it would be frustrating for performers and high-potentials, leading to quiet quitting. An insecure leader becomes detrimental to the team and the organization.

Performance appraisals are ideally not a scorecard of the past. It is the preparation for the future. A self-confident leader would coach their team members for the future whereas an insecure leader often blames their team members with reference to the past. A confident leader spends quality time with their team members during appraisal reviews whereas an insecure leader does it over an e-mail with no facetime.

The personality trait of an insecure leader

With reference to the DiSC psychometric analysis, a highly dominant personality trait in a person displays behaviour which is often seen as insecure and a control freak. When you have an insecure leader as a manager, nobody is empowered in the team. They discourage good initiatives, even if they can produce positive outcomes, mainly because it is not the manager’s idea or because it was not communicated prior.  Seek permission or you will be persecuted, is the mantra of such insecure leaders.

There are two deadly combinations; an aggressive insecure leader, and a passive-aggressive insecure leader. Team members are doomed if their managers are one of these types. An aggressive insecure leader might lock horns with you directly whereas a passive-aggressive insecure leader will do all the damage, behind your back. They may not have the courage to face and confront conflicts.

Characteristics of an insecure leader

Can you identify an insecure leader in your organization? Let us look at some of the characteristics of an insecure leader.

1. Lack of Confidence: An insecure leader is often hesitant and indecisive. They lack confidence in their abilities, leading to poor decision-making, indecision, and a lack of clarity in their communication.
2. Lack of Empathy: Insecure leaders do not empathize with their team members’ pains and concerns. They focus solely on their own needs and goals, creating a toxic work environment and leading to high turnover rates.
3. Micro-Management: Insecure leaders often feel the need to micromanage their employees, and this can also create a toxic work environment. This behaviour of the leader indicates a lack of trust in the team member’s abilities and leads to decreased morale and productivity.
4. Resistance to Feedback: Insecure leaders may struggle to accept critical feedback. They may become defensive or dismissive, leading to a breakdown in communication and a lack of trust between the leader and the team.
5. Blaming Others: Insecure leaders are quick to blame others for their mistakes or shortcomings. This behaviour can create a culture of fear and defensiveness, where team members are afraid to take risks or make mistakes.
6. Need for Control: Insecure leaders often feel the need to always be in control. They struggle to empower managers and delegate tasks or share responsibilities, and this can lead to burnout and create a lack of growth opportunities for the team members.

Innovation suffers in the hands of an insecure leader

One of the guidelines for innovation is to ask for forgiveness and not permission. When you want to try out or experiment with something new, do it, and if it fails, ask for forgiveness. Permission to try out new things or to experiment mostly ends with denial.

I am fortunate to have had great managers in my career. One such good manager, from my earlier employment, during an appraisal discussion pointed out that I had missed a couple of my achievements in the self-assessment forms. It was a moment of truth, on how a leader should be dedicated to the development of their team members. I accepted him as a mentor and continue to rely on his experiences and advice even now.  

I also have dealt with managers who do not bother to coach or develop anybody in their team. Such insecure leaders are hated and forgotten.

It’s your choice. Who do you want to be? A self-confident leader, the one who is liked by all or an insecure leader who would be despised by the high-potential and confident team members.

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