Features
The insanity of leadership: Understanding the dark side of power
Introduction
Leadership is a vital component of any organisation, influencing the success and well-being of its members. However, when leaders succumb to insanity or dysfunctional behaviour, the consequences can be catastrophic.
This article delves into the dark side of leadership, exploring the types, consequences, identification, and mitigation strategies for insanity in leadership.
The Five Faces of Insanity in Leadership
Research has identified five primary types of insane leadership:
1. Narcissistic Leadership: Self-aggrandisement, lack of empathy, and exploitation.
2. Autocratic Leadership: Dictatorial behaviour, suppressing dissent and feedback.
3. Impulsive Leadership: Spontaneous decisions, disregard for consequences.
4. Passive-Aggressive Leadership: Indirect resistance, sabotaging decisions.
5. Emotionally Unintelligent Leadership: Inability to manage emotions, empathise with others.
The Devastating Consequences
Insane leadership can have far-reaching consequences, including:
1. Toxic work environment and high turnover.
2. Poor decision-making and neglected expertise.
3. Eroding trust among team members and stakeholders.
4. Decreased productivity and efficiency.
5. Reputation damage and loss of credibility.
Identifying the Red Flags
Recognising insane leadership patterns requires attention to:
1. Employee feedback and concerns.
2. Performance issues and declining productivity.
3. Frequent conflicts and tension.
4. Lack of accountability and transparency.
5. Unprofessional behaviour and language.
Breaking the Cycle
To mitigate insane leadership, organisations can:
1. Implement leadership development programmes focusing on emotional intelligence.
2. Conduct 360-degree feedback and constructive criticism.
3. Establish performance management with clear expectations.
4. Develop succession plans and identify potential replacements.
5. Remove harmful leaders when necessary.
Prevention is Key
Proactive measures can prevent insane leadership:
1. Psychological evaluations for leadership candidates.
2. Diverse perspectives and inclusive decision-making.
3. Accountability mechanisms and regular feedback.
4. Culture of transparency and open communication.
5. Ongoing leadership development and coaching.
Conclusion
Insanity in leadership can have catastrophic consequences. Recognising and addressing dysfunctional patterns is crucial for maintaining a healthy, productive work environment.
By promoting leadership development, accountability, and transparency, organizations can prevent insanity in leadership and thrive.
By Robert Ekow Grimmon
Features
New family head for Nii Otu we/Kweifio We
A 56-year-old driver, Ibrahim Nii Darku Amponsah, was last Saturday installed as the 6th family head of the Kweifio/Nii Otu We at Ayikai Doboro in the Ga East Municipality.
He succeeds the late Ibrahim Alhaji Adjah, who performed that duty from 1998 until his demise in August 2024.
Ibrahim Nii Darku Amponsah’s installation was performed by Nii Ashittey Tetteh, head of the Okortshoshiehsie families at James Town and Amamole.
He admonished Nii Darku Amponsah to be a good family head, and resolve family issues with justice.
Nii Ashittey Tetteh, who poured libation and slaughtered animals to pacify the ancestors, said there was nothing fetish about this millennia-old traditions.
Nii Darku Amponsah expressed his profound happiness for the confidence reposed in him, and promised to work diligently to promote the interest of family members.
He called on the youth to avoid violence and negative behaviour during the December 7, polls.
Nii Darku Amponsah paid homage to the five previous family heads and extolled the good works they performed to keep the family interest and unity over the years.
The previous family heads were Nii Oblenteng, Kwaku Amponsah, Kweitse Nii Otu, Nuumo Otinkorang, and Ibrahim Alhaji Adjah.
Caption: Nii Ashittey Tetteh congratulating Nii Darku Amponsah through handshake
A family member pouring powder on NIi Darku Amponsah’s head, while Nii Ashittey Tetteh (left) and other family members look on
By Francis Xah
Features
Ghana, Seychelles deepen bilateral cooperation
The recent state visit by the President of the Republic of Seychelles, Mr Wavel Ramkalawan, has deepened and taken to higher notch, the bilateral relations between the two countries, says Mr Kwame Acquah, the Consul of the Republic of Seychelles in Accra.
Mr Acquah told The Spectator that Ghana and Seychelles have signed seven Memorandum of Understanding (MoU) in sectors including culture, trade air service agreement, tourism, aquaculture, and education for the mutual benefit of both countries.
He said there were Ghanaians living and working in Seychelles with about 500 of them working in the fisheries sector in Seychelles with a sister Tuna Company in Tema.
Seychelles is a tiny Archipelago Island in the Indian Ocean, off East Africa with a population of a little over 100, 000. It achieved Independence from British colonial rule in 1976.
The Archipelago Island has a historic relations with Ghana dating back to 1896 when Nana Agyeman Prempeh I, the 13th King of Ashanti Empire, and others were exiled to the Seychelles Island during the colonial rule where he spent 27 years, before the British colonial administrators allowed him to return to Ashanti.
By Alhaji Salifu Abdul-Rahaman
