Excluding them from decisions, devaluing their opinions, and building a culture that feels arbitrary and disrespectful is a great way to hurt organizational performance. This additional value for the organization must grow from their feelings of being included in something bigger.
When working with well-educated professionals, leadership is about gaining their discretionary effort. We must distinguish between concepts that are often associated.Īs the story suggests, the specifics of Abramson’s dismissal are foggy, but Arthur Sulzberger Jr.’s stated reasons for her termination are not hard to believe. One can be tough, and inclusive and collaborative. This discussion of “hard-nosed bosses” and “softening style” is a bit simplistic and not helpful. cited ‘arbitrary decision-making, a failure to consult and bring colleagues with her, inadequate communication and the public mistreatment of colleagues.’” In a statement, publisher Arthur Sulzberger Jr. “…At the New York Times, the specific reasons for Ms. “ sudden ouster of Jill Abramson as executive editor of the New York Times-where she had a reputation as a direct, tough manager-has stoked conversations about how much a modern leader must soften his or her style to be effective… The story of Jill Abramson’s recent ouster from her leadership position at the New York Times has sparked lots of debate on what it means to be a female leader, but as Melissa Korn and Rachel Feintzeig write in “ Is the Hard-Nosed Boss Obsolete,” this story might actually be about inclusion.