Posted in leadership

RT VIII – Effective Business Practices for Motivation and Communication ~ Chapter 6


Using Qualitative Methods to Discover Reasons for Leaders’ Failure by Dr. Annie Brown

A leader is defined as a person who has the authority to decide, direct, and fulfill the objectives of an organization. True leaders have a clear vision and can get others to share it. Many leaders stand at the cross-road between success and failure. They actions they take can be the determining factor in what kind of leader they become.

Leaders are expected to cause certain events in a timely manner. People will focus attention on those events and will derive a perception based on the results. Leaders are expected to guide their organizations to success.

When an organization has to replace a leader, there is a ripple effect throughout the organization because there is a high correlation between the job satisfaction of employees and their relationships with their supervisors and managers. Leaders leave organizations for a variety of reasons, but when they leave, others can deem the leader as a failure.

Leadership problems are societal problems. Eighty percent of businesses fail, and many of the organizations attributed the failure to leadership or leadership turnover. Leaders who succeed or fail affect organizations. Often, detrimental problems that organizations face can be attributed to disparate leadership.

Leaders often fail because of lack – lack of communication, lack of support, lack of sensitivity, lack of knowledge, lack of integrity, lack of sincerity, lack of vision, lack of motivation, and lack of getting along well with others. These failures are perceived as lack of leadership skills or lack of commitment. The leaders can also be perceived as unprofessional, autocratic, not politically savvy, not a team builder, and not technologically savvy. Lacking leadership skills and ineffective communication are the two most often cited reasons for why leaders fail. Leaders should train regularly and should continue to balance the organization’s vision against the setbacks and challenges.

Check out  the rest of this chapter at

Or, check out the complete book at ebook/dp/B00PTHL56C/ref=sr_1_2?ie=UTF8&qid=1423618069&sr=8-2&keywords=refractive+thinker+viii



Dr. Sheila Embry is a govie, author, pracademician, sister, aunt, cousin, and friend who loves to read, write, think, and laugh. Many of her blog postings are summaries or excerpts of books that she read and wants to share to encourage others. An author with more than 25 years experience within the legislative and executive branches of the U. S. federal government holding 3 accredited degrees: Doctor of Management in Organizational Leadership, Master of Arts in Human Resources Development, and Baccalaureate of Business Administration, she believes in continuing learning both on and off the job. She has been recognized with multiple professional and writing awards for her peer-reviewed, publications. Click the bibliography page above for a listing of all the publications.

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