We came across an article from the Harvard Business Review discussing incompetent leadership. It included a segment on absentee leadership. With administrators that never seem to step into classrooms, even when they are supposed to for formal observations, and a superintendent who isn’t even at the school for half of the year, it seemed appropriate to include the article here.
Below is an excerpt, followed by a link to the full article:
Absentee leadership rarely comes up in today’s leadership or business literature, but research shows that it is the most common form of incompetent leadership.
Absentee leaders are people in leadership roles who are psychologically absent from them. They were promoted into management, and enjoy the privileges and rewards of a leadership role, but avoid meaningful involvement with their teams. Absentee leadership resembles the concept of rent-seeking in economics — taking value out of an organization without putting value in. As such, they represent a special case of laissez-faire leadership, but one that is distinguished by its destructiveness.
Having a boss who lets you do as you please may sound ideal, especially if you are being bullied and micromanaged by your current boss. However, a 2015 survey of 1,000 working adults showed that eight of the top nine complaints about leaders concerned behaviors that were absent; employees were most concerned about what their bosses didn’t do. Clearly, from the employee’s perspective, absentee leadership is a significant problem, and it is even more troublesome than other, more overt forms of bad leadership.
Research shows that being ignored by one’s boss is more alienating than being treated poorly. The impact of absentee leadership on job satisfaction outlasts the impact of both constructive and overtly destructive forms of leadership. Constructive leadership immediately improves job satisfaction, but the effects dwindle quickly. Destructive leadership immediately degrades job satisfaction, but the effects dissipate after about six months. In contrast, the impact of absentee leadership takes longer to appear, but it degrades subordinates’ job satisfaction for at least two years. It also is related to a number of other negative outcomes for employees, like role ambiguity, health complaints, and increased bullying from team members. Absentee leadership creates employee stress, which can lead to poor employee health outcomes and talent drain, which then impact an organization’s bottom line.
If absentee leadership is so destructive, why don’t we read more about it in the business literature? Consider a story I recently heard about the dean of a well-known law school: Two senior, well-regarded faculty members called the provost to complain about their dean because, they said, he wouldn’t do anything. The provost responded by saying that he had a dean who was a drunk, a dean who was accused of sexual harassment, and a dean who was accused of misusing funds, but the law school dean never caused him any problems. So, the provost said, the faculty members would just have to deal with their dean.
Like the provost in this example, many organizations don’t confront absentee leaders because they have other managers whose behavior is more overtly destructive. Because absentee leaders don’t actively make trouble, their negative impact on organizations can be difficult to detect, and when it is detected, it often is considered a low-priority problem. Thus, absentee leaders are often silent organization killers. Left unchecked, absentee leaders clog an organization’s succession arteries, blocking potentially more effective people from moving into important roles while adding little to productivity. Absentee leaders rarely engage in unforgivable bouts of bad behavior, and are rarely the subject of ethics investigations resulting from employee hotline calls. As a result, their negative effect on organizations accumulates over time, largely unchecked.
You can read the full article by clicking here.