I have spent three decades coaching and advising leaders and much of that time I have been astounded by the number of leaders who use leadership behaviors that demoralize, are abusive or dishonoring, and counterproductive. It astounds me, even after all these years, how few choose to lead in a way that inspires.

A press release from a Florida State University professor and two of his doctoral students describes the results their studies, which shine some light on the magnitude of this problem and documents its effects on employee health and job performance.

“They say that employees don’t leave their job or company, they leave their boss. We wanted to see if this is, in fact, true,” said Wayne Hochwarter, an associate professor of management in FSU’s College of Business. Working with doctoral students Paul Harvey and Jason Stoner, Hochwarter surveyed more than 700 people who work in a variety of jobs about their opinions of supervisor treatment on the job. The survey generated the following results:

* Thirty-one percent of respondents reported that their supervisor gave them the “silent treatment” in the past year.
* Thirty-seven percent reported that their supervisor failed to give credit when due.
* Thirty-nine percent noted that their supervisor failed to keep promises.
* Twenty-seven percent noted that their supervisor made negative comments about them to other employees or managers.
* Twenty-four percent reported that their supervisor invaded their privacy.
* Twenty-three percent indicated that their supervisor blames others to cover up mistakes or to minimize embarrassment.

According to the researchers, “Employees stuck in an abusive relationship
experienced more exhaustion, job tension, nervousness, depressed mood and mistrust. They also were less likely to take on additional tasks, such as working longer or on weekends, and were generally less satisfied with their job. Also, employees were more likely to leave if involved in an abusive relationship than if dissatisfied with pay.”

The results of the study have been scheduled for publication in an upcoming issue of The Leadership Quarterly, a journal read by scholars, consultants, practicing managers, executives and administrators, as well as those who teach leadership.

Let me share a breakthrough idea with you:

The “silent treatment” (practiced by one out of every three) does not inspire others to great performance!

Here is what does inspire others:

1. Be Courageous

2. Be Authentic

3. Serve others

4. Tell the truth

5. Be a loving leader

6. Be effective

I charge thousands of dollars for that advice – but this research moves me to share it with you today for free! (or at least for the third of leaders to whom this is new information).