The 11 Aspects of Leadership Failure – the “Dark Sides of Personality”

November 4th, 2010 by Amanda Potter Leave a reply »

According to Geoff Trickey, Managing Director of PCL Ltd, current affairs and history demonstrate both bright and dark sides to personality. The bright sides are the “polished, social aspects” of our performance, the dark sides are the “raw social performance” that under pressure can be over used and over relied upon.

Under conditions of stress and anxiety, it is the dark sides that, if not managed can result in leadership failure. These over used strengths can be some of the reasons why leaders so frequently self destruct. There are 11 possible dark sides of personality and 9/10 of us demonstrate at least one of these dark sides under pressure. These 11 dark sides fall into 3 clusters:

• Moving Away or Intimidation – gaining security by unnerving people or discouraging involvement.
• Moving Against or Flirtation and Seduction – winning recognition with self-promotion and charm.
• Moving Towards or Ingratiation – obtaining approval by being loyal and indispensable.

3 examples of the 11 darks sides include:

E-V Enthusiastic Volatile
A tendency to swing from enthusiasm for people, projects and organizations to disappointment or disaffection with them. Others find such people hard to work with because they are moody, irritable, bad tempered, inconsistent and impossible to please.

C-A Confident-Arrogant
A tendency to overestimate one’s talents and accomplishments, to ignore one’s shortcomings, and to have a strong sense of entitlement. Although they make a strong first impression, such people are hard to work with because they are opinionated, self-absorbed, and unwilling to learn from their mistakes.

D-P Diligent-Perfectionist
A tendency to be indiscriminate about when to be conscientious, orderly and attentive to detail. Such people are organized and hard working but difficult to work with because they are unable to delegate. Their determination to do every task equally well makes them seem fussy, critical, and stubborn about their work.

For more information about how you could use the HDS for assessment, development, coaching, team development or conflict resolution please contact one of our Directors.

Source: G Trickey, and G Hyde, A decade of the dark side, publication by PCL Ltd.

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