My recent article as published on News24 highlighted some of the factors that promote narcissistic management styles today. The reader must remember that there are two sides to a leader, the constructive and the destructive. Many business analysts have used the words “bad” and “good” to define professionals; however, I do not agree with the usage of the words. Later in the year, I will elaborate on why it is unprofessional to define people as bad or good in a professional setting - this is another topic on its own.

My objective with this article is to show how a leader can use the three types of constructive leadership to limit or stop his/her narcissistic behaviour when achieving a collective’s main objective.

1. The transactional type of leadership

This type of leadership refers to the mobilisation of team members by a leader whose progress is made possible by a process of exchange with the rest of the team, which also foresees a material or symbolic reward defined in advance. In law, this would be defined as a contract that is considered fair between the leader and the rest of the team. However, from an analysis perspective, this transaction is called Contingent Strengthening.

2. Transformational type of leadership

For what it’s worth, the transformational type of leadership transcends mere compliance and the norms governing a contractual relationship. Rather than being satisfied with the achievement of the objectives initially determined, the transformational leader aspires to surpass them. To do so, s/he will exploit his/her opportunities through visual communication and expressive non-verbal communication; and ideally, influence his/her members by caring for their full development. Lastly, a transformational leader will motivate and stimulate the team while giving them personalised consideration. This enhancement encourages team members to assert themselves as autonomous agents of change and not just as accessories to the group’s success.

3. Serving type of leadership

This type of leadership is defined as the obligation of the leader to assume a moral responsibility for both the development of the organisation and its members, including external and internal stakeholders. Although similar to the two described above, the serving leader’s actions are based firmly on an ethical perspective. We have seen rather only a few of this type in our workplaces. As behavior analysts, when we discuss a serving type, we talk about someone who demonstrates sensitivity to the personal concerns of others; gives precedence to subordinates and not to oneself; helps the team grow and succeed; empowers people in their environment; creates value for the well-being of the community; and has the knowledge and skills necessary for the effective and efficient support of subordinates in carrying out their mandate.

As can be seen from their respective characteristics, these three types of leadership may well fit into a continuum that ranges from a rather neutral contractual leadership to a leadership that is based on empathy. This constructive consideration is important to remember for the upcoming articles.

Stay tuned for a discussion on destructive leadership: I will also be discussing toxic and narcissistic leadership styles in detail. Mitta Xinindlu