The title above, for the famous part of the house of Al -Qais, who was intended to praise his horse in an indication of his strength. But here I will use the description of the “Galmud” with which the steadfast rock to drop it on the lines below, advising the leaders and the owners of responsibilities not to be “Glamid” as the rocks, but on a certain aspect.
Today, the evaluation of officials is no longer confined to their ability to make decisions or to achieve digital indicators. Rather, the evaluation department expanded to include a more sensitive dimension, and I mean their ability to build healthy and stable relationships with their teams. In this context, dealing with superiority appears as one of the most behaviors that weaken confidence and impedes collective performance. Although some leaders may practice this behavior out of excessive or fully awareness of its influence, its results are often devastating.
Urbanism in the workplace is not read as packages or personal strength, but rather is often understood as disregard for others and reducing their contributions. This dynamic leads to the abundance of relationships and erosion of confidence within the team, as it undermines the incentive, and the morale weakens. The employee who feels that his opinion is not estimated, or that his interaction is corresponding to ignorance, will not continue to make active or effective participation. Over time, the workplace turns into an anti -initiative and creativity environment, which negatively affects the quality of decisions and the level of general performance.
The transcendent behavior gradually isolates the leader from reality. And when the team members do not feel safe to express their observations or objections, the leader is only surrounded by his voice. This leads to building inaccurate perceptions and underestimated decisions, based on incomplete or excessive courtesy.
Today’s humility is one of the most important leadership features in institutions that seek to build a healthy and sustainable culture. The humble leader does not reduce his position, but rather realizes its size, without denying the roles of others. This pattern of driving creates space for joint action, where everyone feels his value, and realizes that his voice is heard. Also, the real listening of the team’s observations, especially those that contradict the leader’s opinion, express more professional maturity and emotional intelligence than he is weak or hesitant.
It does not stop at the communication method, but rather extends to the daily details that make the difference in institutional culture. A word of thanks at its time, or a confession of error without justification, may be the strongest impact than any material incentive. The leader who recognizes his mistakes does not lose his authority, but rather enhances his credibility, and shows his team that accountability begins from the top.
Betting on artificial prestige and formal distinction is no longer feasible in the modern work environment. At a time when transparency and empowerment became basic values, the transcendent leader loses his ability to effectively influence.
Let us remember, success is no longer measured by those who rise to his team, but rather who can elevate his entire team.
