When leaders who are used to calling all the shots start working with peers and stakeholders who are as successful, hungry, and confident as they are, they sometimes find themselves at odds. Their previously successful decisive, command-and-control-leadership style is no longer a viable option. And unless they pivot their decision-making style and reposition themselves as open-minded, collaborative leaders, they might be putting their future success on the line. Thus, the overconfident, decisive leader must go through a mindset change. This article which was published on Harvard Business Review, emphasizes the need for leaders to transition from a decisive, command-and-control approach to a more collaborative and open-minded mindset. If you’re a leader who struggles to let go of control over decision-making, the authors present several ways to make the mindset and behavioral changes required to become more collaborative.
In order to understand the negative consequences that can arise when leaders rely too heavily on their own decision-making abilities, this article brings to example the case study of Mike, a chief technology officer of a fintech organization.
The following article was written by Jenny M Fernandez and Luis Velasquez, they are both authors that write for HBR. Click the link below to read their full article.
