Dysfunctional Leadership Teams — and How to Fix Them
Sep 3, 2024
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Thomas Keil, a management professor at the University of Zurich, and Marianna Zangrillo, a partner at The Next Advisors, dive into the overlooked world of dysfunctional leadership teams. They identify three failure types: shark tanks, petting zoos, and mediocracies, explaining the pitfalls of each. Keil and Zangrillo discuss how CEOs can recognize these dysfunctions and implement strategies to enhance trust and collaboration within teams. They offer actionable insights on transforming these environments for better organizational performance.
Leadership teams can fall into three dysfunction patterns: intense competition, conflict avoidance, or complacency, which undermine organizational success.
To rectify dysfunction, leaders should foster an environment of trust and open dialogue while actively addressing early signs of team issues.
Deep dives
Patterns of Leadership Dysfunction
Leadership teams often exhibit one of three main dysfunction patterns: intense competition, extreme conflict avoidance, or complacency. In the competitive scenario, infighting and political maneuvering can significantly undermine cooperation necessary for organizational success. The second pattern involves teams that avoid conflict altogether, leading to a lack of innovation and energy, as team members fail to challenge each other. Lastly, complacency occurs when teams focus too heavily on past successes without striving for current excellence, which can lead to stagnation and mediocrity.
Recognizing Dysfunction
CEOs need to be vigilant in identifying early warning signs of dysfunction within their leadership teams. Observing behaviors such as emotional outbursts or lack of engagement can indicate deep-seated issues. For instance, if teammates resort to side conversations instead of addressing problems openly, this may signal a move towards a political environment. Proactive communication and attentiveness to team dynamics can help leaders assess and address these dysfunctions before they severely impact performance.
Strategies for Improvement
Addressing dysfunction requires a multifaceted approach, including building trust, clarifying roles, and encouraging open dialogue. Leaders must create an environment that fosters candid discussions while reinforcing the importance of collaboration and competition as needed. Implementing structured processes, such as regular performance discussions or role rotation, can help shake up complacency and enhance team effectiveness. Ultimately, CEOs and team members alike must take responsibility for improving team dynamics to drive better organizational performance.
CEOs get a ton of credit or blame for a company’s performance. But the entire leadership team is vital to success, and any dysfunction is often overlooked. Sometimes the CEOs leading them don’t even see that they’re not working. Thomas Keil, management professor at the University of Zurich, and Marianna Zangrillo, a partner at The Next Advisors, have interviewed more than 100 CEOs and senior executives. Their research identifies three main types of failing leadership teams: shark tanks, petting zoos, and mediocracies. And they identify the pitfalls of each pattern and how to turn those teams around. Keil and Zangrillo wrote the HBR article "Why Leadership Teams Fail."
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