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Dr. Kurt Motamedi, founder and CEO of Executive Alliance, Inc., is professor of strategy and leadership at Pepperdine University's Graziadio School of Business and Management. He teaches executives and business leaders in the Executive MBA program and the Presidential Key Executive program. Motamedi is a co-founder of Pepperdine's doctoral program in organizational development.Unfortunately, plenty of employees know what it is like to be yelled at in public by a boss, have every step micromanaged or second-guessed, or to see every little inconvenience or problem escalated into a full-blown crisis. Many managers routinely resort to such behaviors -- not because they are effective, but because they are habitual and often unconscious responses.
The costs of such behavior by those in charge can be enormous. "Often out of fear and opportunism, employees adopt and mimic the neurotic styles of their managers and influential leaders," Kurt Motamedi writes in the Graziadio Business Report, a business school journal published by Pepperdine University. "In such settings, the work culture sooner or later becomes neurotic and toxic." Turnover soars and productivity tumbles.
Motamedi describes seven neurotic styles of management that he urges business leaders to learn to spot. That way they can avoid putting people with potentially destructive styles in increasingly influential positions. He even suggests looking closely in the mirror: "After all, reading this article may point out that the style you find needs changing may be your own."
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