'Ggondae leadership'

By Kim Jong-nam

Are you a leader? Then I would like to ask you this question: How aware are you of what your employees think? Specifically, how aware are you of what your employees think about you? An essential element of being a good leader is understanding your own image.

Some world-famous corporate leaders are notorious for their poor communication and authoritarian leadership style. According to Alex Bracetti’s “Horrible Bosses: The Worst Tech CEOs of All Time,” Steve Ballmer, Meg Whitman and Carly Fiorina are infamous for these negative qualities as well as their arrogant disregard and impolite treatment of employees. Of course, one might argue that leaders’ being authoritarian and unpleasant doesn’t matter as long as they are creating profits. However, this style of leadership is, in the long-term, not desirable, as it makes leaders unable to count on unity and loyalty from their employees. Indeed, leaders like that may be the objects of complaints and even cause employees to leave the organization.

Thus, leaders must be aware of what communication styles they are using and what their reputation is ― as well as how to improve both. Changes in the leader affect changes in the organizational climate, and so if a leader wishes to change the organizational climate, he or she would do well to start from within.

For instance, leaders must acknowledge how they speak to their employees. If leaders are aware of what facial expressions they are using when speaking to their subordinates, subordinates may be more genuinely inclined to listen and cooperate. If leaders consciously try to control their emotions when upset, they will be more skillful in dealing with their employees and thus create an atmosphere in which more supportive dialogues will occur. If leaders make sure to use professional tones of voice, followers will begin feeling valued and listened to. These small changes are powerful because they make employees feel secure and encourage their active participation.

What else can leaders do to change their images? Specifically, since Korean (and other Asian) corporate cultures are known for being excessively “ top-down,” how can leaders from these countries undo long-standing reputations? Here are some tips to consider.

1) If you consider the ages or positions of employees first and then use non-honorific expressions based on that, fix it.

2) If you point out employees’ weaknesses and failures rather than their strengths and accomplishments, fix it.

3) If you ask employees to express their opinions but then stick only to your own ideas, fix it.

4) If you really hate the people who do not appear for a get-together after the work due to their personal issues, fix it.

5) If you hold grudges against subordinates who opposed your ideas, fix it.

6) If you micromanage, fix it.

7) If you do not control your emotions around your employees, fix it.

Anyone who does not do these things is in danger of being seen as a “Ggondae” ― that is, a middle-aged man who tries to use authority and power to lead people instead of humane influence. This derogatory term is generally used by younger generations to deride their older authoritarian mangers and leaders in Korea.

Horizontal leadership and culture do not come without effort. They require that leaders be approved, loved and respected by their employees. As more and more leaders become recognized positively by their employees, more companies will become great places to work for. This is why leaders must actively change their leadership styles to positively affect their company’s corporate culture.

Kim Jong-nam is founding CEO of META(www.imeta.co.kr), a corporate education company which focuses on developing high-potential employees, managers, and executives. It is based in Seoul.