In the current business environment, the success of an organization is influenced by the leadership culture in the enterprise. In other words, managers play a vital role in determining the level of performance among the workers. Their behaviors have a huge impact on the employees’ commitment and job satisfaction. In 2021, I secured a job opportunity in a 4G micro financial institution as a credit officer. The firm has a general manager who oversees the overall operations in all departments, including the accounting division, audit, credit, and compliance. As the supervisor, the leader had the tendency to prevent juniors from questioning and arguing on matters pertaining to credit facilities (Itzkovich et al., 2020). In most cases, the manager could order the disbursement of loan products to individuals, especially those closely related to him, even if their creditworthiness does not allow it. When credit officers raised the issue, the leader became hostile and threatened to fire any person trying to work against his will.
Abusive leaders are detrimental to business organizations and are more likely to cause severe damage to the enterprise and the employees. Possible impacts include the withdrawal of workers from contributing to changes in the business and staff members becoming resistant. The behavior of such managers may further prevent the growth and development of employees because they are not focused on improving the welfare of the juniors.
The manager used his position and ability to expel employees to induce fear in the workplace. The colleagues who never wanted to lose their opportunities opted to abide by the intimidations and comply with the demands. Workers who were much more assertive chose to resign from the institution to find other workplaces that embrace ethical conduct (Northouse, 2021). Among those who remained, they experienced high cases of psychological distress and dissatisfaction in the workplace (Ungor, 2021). Similarly, the firm plunged into a serious financial crisis as most of the people given the loans defaulted. In addition, it reached a point when the manager started abusing females; for instance, none was allowed to head any department (Goute et al., 2021). The practice demoralized the majority of the women in the organization and prompted them to seek opportunities where they are valued (Rotolo, & Bracken, 2022). The leader’s trait made 4G to experience a high rate of turnover, resulting in poor performance.
References
Goute, A. K., Goute, A., & Jan, N. A. (2021). The dark side of leadership: A review of literature on abusive supervision. IUP Journal of Organizational Behavior, 20(4), 153-166.
Itzkovich, Y., Heilbrunn, S., & Aleksic, A. (2020). Full range indeed? The forgotten dark side of leadership. Journal of Management Development, 39(7/8), 851-868. Web.
Northouse, P. G. (2021). Leadership: Theory and practice (7th ed.). Sage publications.
Rotolo, C. T., & Bracken, D. W. (2022). Assessing the dark side: Making informed decisions throughout the leadership lifecycle. In D. Lusk and T. Hayes (Eds.). Overcoming bad leadership in organizations (pp. 277-324). Oxford University Press. Web.
Ungor, J. E. (2021). The impact of dark leadership behaviors on job satisfaction. Business & Management Studies: An International Journal, 9 (1), 126. Web.