Each year, thousands of professionals win their first management scratches – a moment often hailed as the bridge towards the success of leadership. It is an exciting change, yes, but also a heavy of hidden traps. These newly created managers should hit the soil running, although they are often given more ambiguity than real advice.
The result? Many are victims of the same well -intentioned – but deeply imperfect – beliefs – to what the right leadership looks like. Hogan assessmentsThe world leader in personality evaluation in the workplace, analyzed these modern business fairy tales that may seem stimulating, but blindly followed, they can calmly sabotage your team, your credibility and your career.
Fairy tale 1: “open”, they said – when they are vulnerable back against him
Vulnerability is the word fashionable word. You have already heard it said to be open, available emotionally and without fear of showing your human side. It seems noble – and in moderation this is the case. But there is a line. And new managers often do not see it as long as they have not crossed it.
Excessive emotional sharing can confuse professional borders and drain both the manager and their team. Actually, A recent study by the European Agency for Occupational Safety and Health (EU-OSHA) have found that 59% of EU workers identify emotional demands as a major stressor. “When leaders burst or vanish too freely, this can transfer the emotional burden to their team – letting employees feel like chair therapists rather than professionals,” said Dr. Ryne Sherman.
Leadership requires emotional intelligence, yes. But also emotional discipline. Vulnerability without regulation does not strengthen confidence – it slides there.
Fairy tale # 2: the trap of authenticity
“Just be yourself!” has become the modern rallying cry of leadership advice. But what happens if your “authentic me” is anxious, reactive or simply not filtered? Authenticity – when it is poorly applied – can turn back spectacularly. Being your authentic self means focusing on your own thoughts and desires without regard to others.
In leadership, this is a problem. From a practical point of view, authenticity often becomes an uncontrolled behavior license, when teams really need, it is consistency, clarity and alignment. This disconnection can contribute to the engagement figures of shocking employees in Europe – only 13% of workers feel engaged to work, According to a Gallup report.
“Strategic self -awareness, not just raw authenticity, is what separates the good managers from the big ones. You do not run a newspaper – you drive people, ”comments Dr. Ryne Sherman.
Fairy tale # 3: charisma is great – until it is not
Charisma sells. It attracts attention, energizes the parts and can accelerate you to steering positions. But charisma is not a leadership strategy – and it is certainly not a substitute for real competence.
A European cross study led by the University of Lausanne noted that more than 60% of managers evaluated a high level in charisma were badly obtained in the performance of the long -term team and the clarity of decision -making. It is a statistic that gives to think, in particular in the environments with high issues where excessive confidence can quickly turn into overprintable – and sub -intercomposed.
“The reality is that charisma often dazzles in the short term while masking deeper deficiencies in responsibility, planning and monitoring. It is the equivalent of leadership of fireworks: spectacular to look at, but in a few seconds, ”analyzes Dr. Ryne Sherman.
For new managers, the first days may look like a rope on the tightrope between expectations and uncertainty. And although popular leadership advice can offer comfort, it rarely offers nuances. Vulnerability, authenticity and charisma are not intrinsically bad – but follow them blindly as the Gospel can derail more than your reputation.
“Then take inspiration. Question mantras. And remember: a good leadership does not only concern a role – it is also a question of knowing which part not Play, ”concludes Dr. Ryne Sherman.
