There are numerous qualities that emerging sage leaders dislike in other leaders. Some of the least admired leadership traits are the exact opposite of qualities most admired, but not all. The leading candidates are hubris, ineffective communication, prematurely rushing to judgment on decisions, lacking vision and focus on organizational mission, and failing to trust others and delegate to them:
Hubris. The most ancient quality attributed to leaders is hubris, the tendency to exhibit excessive pride, ambition, and arrogance. Its national home is Washington, DC, but this leadership trait is found everywhere. Emerging sages dislike this quality more than any other leadership trait:
Probably the biggest mistake is leaders who don’t care who is in their way as they pursue
goals. So you have a zealot, a know-it-all, or someone moving things behind the scenes in a negative way without being up front about it.
Excessive ego is probably the biggest problem. I do that a lot, thinking that I am my activism and my work. Becoming so tied into it that there is not space for other parts of my life or space for other people, and I can’t hear what others are saying. Becoming adamant about doing things “my way” is one of the most common things that happens with leaders.
A good example of hubris at work is micro-managing, whether it is a control or a time management issue. I’ve had the experience of working under these conditions, and it is oppressive. Another is when the leader thinks he or she is the only person who can fix things. As leaders we have a tendency to isolate ourselves and not ask for help. Perhaps the one is borne out of the other.
Ineffective communications. Sometimes this has to do with leaders not listening carefully, or being unwilling to listen to the beat of drummers other than themselves. At other times ineffective communications reflects the inability of the leader to be clear about goals and expectations:Download Article 1K Club