Leadership is one of my favorite topics.  I love to study the psychology of what makes someone in a leadership position a true leader.

So, if you’re a procurement leader, I’d like you to ponder a question about your leadership.  Think about your subordinates completing tasks that you assign.

Why do they do what you ask?

There are answers along a continuum ranging between two polar opposites.  They may do what you ask because they are inspired by your leadership.  Or they may do what you ask because it’s less uncomfortable to just comply than to deal with you when they don’t do what you ask.

Which is the case with you and your subordinates?

Sure, being a pain in the dupa can get things done.  But it’s a short-term approach to leadership.  Actually, it’s not true leadership.

Being a pain has two major disadvantages compared to being an inspiring leader:

  • It compels subordinates to meet minimum standards, not achieve breakthrough excellence
  • It chases away talented people who want a boss they can look up to

So, being a cringe-inducing “leader” will limit your success in the long-term.  If you find your motivation strategy to rely too heavily on being a thorn in your subordinates’ sides, you need to aspire to a more sophisticated leadership style.

And if I was a pain in the dupa type of leader, I’d be hounding you daily to up your motivational leadership game.

Charles Dominick, SPSM, SPSM2, SPSM3

Charles Dominick, SPSM, SPSM2, SPSM3 is the Founder, President & Chief Procurement Officer of the Next Level Purchasing Association. Charles is also the Co-Author of "The Procurement Game Plan: Winning Strategies & Techniques For Supply Management Professionals."

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