Read Your Leader 13 | Optimize Your Recognition System: Behavior Recognition (2)
In the last series of articles, we outlined a four-quadrant graph of leadership behavior: the first quadrant is task-centered, characterized by “squeezing” bosses;The second quadrant is “people” centered, belonging to the “decentralized” boss;The third quadrant deals with both people and things, representing “growth” bosses;The fourth quadrant is a hybrid boss who ignores both aspects of personnel management.So, how can we use this bottom-map in the workplace?In a word, it is to walk the “trilogy” : identify, adapt, follow.The four-quadrant atlas provides four indicators for identifying leadership behavior, but there is no distinction between good and bad leadership behavior.I’ve tested this graph on a number of professional friends.Interestingly, they overwhelmingly chose the “growth” boss in the third quadrant, many more chose the “hands-off” boss in the second quadrant, few chose the “crush” boss in the first quadrant, and surprisingly few chose the “mix” boss in the fourth quadrant.Not surprisingly, these friends chose “growth” and “decentralized” bosses.In the “growth” boss, whether to “growth” as the core of the ecological environment, or a people-centered “growth” of the ecological environment, the style of leadership is plus ca change, flexible in in a variety of situations, is always a balance between life and work, so that employees can harvest grew up in a good team atmosphere.”Laissez-faire” boss, keep molding leadership is more, the rise of these leadership space may not be very big, but it satisfied with the status quo, they claim to the subordinate is loyal and reliable, and the subordinate in them can also have more autonomy and freedom.These leaders tend to prioritize relationships and are less likely to criticize subordinates publicly, but that doesn’t mean they agree with them or are willing to push the boundaries of what the job requires.What surprises me about the four-quadrant leadership behavior is that some people actively choose the “squeeze” boss.Their reasons are even more unexpected.In their view, “squeeze” bosses are strong, who, despite being harsh on their subordinates, can lead them to more successful careers, promotions, and faster growth.It reminds me of the classic West Point rule, “What is reasonable is training, what is not reasonable is training.”Perhaps the “squeezing boss” can give them the physical and mental discipline to develop their potential and achieve faster career growth.Of the four types of leadership behavior, “jerks” are the least desirable.This kind of leader reminds us of the phrase “death by ease”. They focus on survival rather than development, so choosing such leaders is doomed to failure.But often the truth is not what it seems.There are two types of “blunderers” : those who are truly incompetent and fall out of favor at work, struggling to maintain the status quo;The other is to hide their talents and hide their time. They seem to want to live a comfortable life and not worry about anything, but inside they plan their future and bide their time to get ahead.Therefore, we must not look down upon “mixed type” leaders. “A dead camel is bigger than a horse”. Sometimes such leaders can shelter themselves from the wind and rain at the critical moment.This article is part of the “Understand Your Leader” series. It is only one of the main ideas in this article.