I asked a group, “Who’s had a great boss? A terrible one?” Every hand went up. We all remember the extremes—those who inspired us and those who made work miserable. Bad leadership isn’t just frustrating—it’s costly. Research from Gallup shows that 70% of team engagement is directly tied to leadership quality. And as the saying goes, people don’t quit companies; they quit bad bosses (Gallup, State of the American Workplace).
If you want to be an exceptional leader, avoid these fatal flaws:
- Lack of Self-Awareness
Blind spots kill leadership effectiveness. Studies show that 95% of people believe they’re self-aware, but only 10-15% actually are (Eurich, Insight). Without honest feedback, especially from 360-degree assessments, you won’t see what’s holding you back.
Establish a habit of frequently asking your manager, peers, and direct reports for feedback. But don’t say, “Do you have any feedback?” Instead, ask about a specific leadership skill/competency, such as, “How do I inspire and motivate others?”
- Poor Communication
A leader’s job isn’t to talk, it’s to be understood. 57% of employees say they don’t receive clear direction (SHRM). Confused teams underperform. Clarity fuels momentum. Ask more, assume less. Seek to understand before attempting to be understood.
If people do not know their roles and responsibilities, they will underperform. Your job as a leader is to ensure that communication has been received (not just transmitted). You must ensure that people hear and understand the message.
- Weak Relationship-Building
Results-driven leaders often overlook the human element, but high-trust workplaces outperform low-trust ones by 286% (Harvard Business Review). Want a loyal, engaged team? Try listening to what people mean, not just what they say. Notice their nonverbals and tone of voice. Pick up on what they are not saying with their words.
Even better is developing the habit of asking curious questions. Become more interested in what others have to say. You must cultivate an interest in differing points of view. Be an authentic, transparent, and vulnerable leader! Vulnerability is the best way to build relationships!
- Inability to Make Tough Decisions
Hesitation breeds frustration. Jeff Bezos champions the “70% Rule”—make decisions when you have 70% of the information, not 100% (The Everything Store). Perfectionism paralyzes. Act decisively and adjust as needed.
Poor decision-makers are perceived to be procrastinators because they hesitate when difficult choices need to be made. When stuck and unable to make a decision, don’t try to please everyone. Listen to your gut and make sure you have considered what your best people are telling you to do. Sometimes, the decision needs to be broken down into smaller decisions. Make the easy ones first.
- Ego and Arrogance
Great leaders stay humble. Overconfident CEOs are 22% more likely to make costly mistakes (Forbes). Leaders who dismiss input and take credit for success—but shift blame for failures—erode trust fast. These leaders assume they have all the answers and ignore input from others.
Seek meaningful input. Challenge others to provide data and assertions, not their personal assessments. Good to Great author Tom Collins suggests that the best leaders they studied had humility and a firm personal resolve. They took all the blame and gave away all the credit for the things that went well.
- Resistance to Change
The pace of change is relentless. Leaders who cling to outdated strategies get left behind. Kodak ignored digital cameras. Blockbuster dismissed Netflix. The lesson? Adapt or become irrelevant. Playing it safe rarely works well in the long term.
Embrace innovation. Learn to fail fast and lead the organization to learn from setbacks. Keep researchers focused and build their confidence. Never allow resistance to change to stop it.
- One-Size-Fits-All Leadership
Different people need different leadership. Daniel Goleman’s research on leadership styles proves that versatility is key—great leaders shift between directive, coaching, affiliative, and visionary styles based on the situation(Harvard Business Review).
The best leaders use a balanced approach of ‘pushing’ and ‘pulling’. Be aware of using either approach too much. Modify your communication style, how you make decisions, and how you solve problems with the styles of the people around you.
- Micromanagement
Control kills creativity. Leaders who micromanage see 28% lower team performance (Journal of Organizational Behavior). Delegate, trust your people, and let go to grow.
Always trust your people to do what they think is right. In the end, the leader accused of micromanagement either loses good people or keeps good people who are ‘checked out’. Be willing to trade your control for their empowerment.
- Neglecting Team Development
Short-sighted leaders focus on results over people. But companies that invest in leadership development are 2.4 times more likely to hit their financial goals (Deloitte). Want better results? Coach your people.
It’s relatively easy to start a formal coaching process. It is even easier to send people to appropriate learning events and experiences. Choose to invest in developing your people, and you will receive more engaged employees.
- Ethical Lapses
Nothing destroys credibility faster than compromised integrity. 76% of employees say ethics matter more than salary(Edelman Trust Barometer). Cut corners, tolerate toxic behavior, or play politics—and you’ll lose your team’s trust, fast.