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Managerial

Derailment
and SelfDefeating
Behaviors

ManagerialDerailment

refers to the failure of individuals


who hold executive-level positions
within a company.
it can occur because of either
personal failure or external
conditions.
at one time they were on fast
track, but their careers had
derailed.

Derailment
FailureManagerial
to establish
and maintain
effective working relationships with others
represents
a
common
cause
of
management derailment. This may result
from personality clashes with subordinates
or other executives or some aspect of the
managers personality that does not adapt
well to others. For example, a manager
that does not work well in a team
environment may cause subordinates to
complain and ultimately lead to the
dismissal
of
the
executive.

Derailment Patterns
1.Inability to build relationships
-very insensitive to the needs and
plights of their followers and coworkers.
-often overly competitive,
demanding and domineering
-embrace the my way or the
highway school of management

Derailment Patterns
2. Failure to meet business objectives
- derailed managers tended to
engage in finger pointing and
blaming others of the downturn.
- blatantly lied abut business
results or failed to keep
promises, commitments or
deadlines

Derailment Patterns

3. Inability to lead and build a


team
- derailed managers hired
staff who were just like
themselves
- lack of trust and high
perfectionism scores

Derailment Patterns

4. Inability to adapt
- derailed managers could not
adapt or adjust their styles to
changing bosses , followers,
and situations.

Derailment Patterns

5. Inadequate preparation for


promotion
- have narrow technical
backgrounds and lack the
leadership breadth and depth
necessary for the new positions.

Self defeating behavior


An action or attitude that
once helped an individual
cope with
a stressful
experience but interferes
with the individuals ability
to cope in new situations.

Common Self-Defeating
Behavior
Procrastination
Suspiciousness
Defensiveness
Overcommitted
Worrying
Overly critical
Alienating
Rigidity
Hostility

CHANGING BEHAVIOR
Why Change Behavior?
Learning how to change behavior is a key
leadership skill, given that situations,
technology, organizational structure,
followers, bosses, products, rules and
regulations, and competitors seem to be
in a constant state of flux
Good leaders also know how to change
and modify the behaviors of their
followers so that they can be more
effective team members and better

Methods of Behavioral
Change
1. Development Planning
-specific and time bound
-should focus on on-thejob experiences
-specify how manager will
get feedback or support
-include opportunities for
reflection and revision

2. Coaching
- process of equipping
people with the
tools, knowledge,
and opportunities
they need to develop
themselves and

Informal Coaching
- can occur anywhere in an organization,
and occurs when a leader helps followers to
change their behavior.

Five steps of Informal


Coaching
1.
2.
3.
4.
5.

determine the level of mutual trust


inspire commitment
growing skills
promote persistence
transfer the skills to new environments

Formal
Coaching
- provide a similar kind of

service for executives and


managers in leadership
positions
- there is a one-on-one
relationship between the
manager and the coach
which lasts from six months
to more than a year

3. Mentoring
- a structure and series of
processes designed to create
effective mentoring relationships,
guide the desired behavior change
of those involved, and evaluate
the results for protgs, the
mentors, and the organization
with the primary purpose of
systematically developing the

Than
k
You!

MARIA ALPHA S.
BERSABAL
REPORTER