Leaders’ Inconsistencies

In every institution—whether in politics, business, or broader community contexts—we frequently observe those in authority saying one thing and doing another. It’s not just about broken campaign promises or managers who preach work-life balance while flooding inboxes at midnight. This inconsistency has far-reaching implications, especially when considering the concept of pragmatic legitimacy.

Espoused Theory vs Theory in Action: An Introduction

Chris Argyris’s groundbreaking insights shed light on this phenomenon. He distinguished between “espoused theory” (what people claim they believe) and “theory in action” (how they actually behave). For example, a leader might verbally prioritize team input (“espoused theory”) but may sideline their team in decision-making processes (“theory in action”).

Impacts of Inconsistent Leadership

1. Erosion of Credibility: A clear disparity between words and deeds erodes leaders’ credibility. When words are at odds with by actions, followers and stakeholders are left questioning the authenticity of the leader’s commitments.
2. Mistrust and Cynicism: Inconsistent actions breed skepticism. Over time, this could dampen motivation and commitment, leading stakeholders to question the leader’s genuine intentions.
3. Ambiguity and Misdirection: When words don’t match actions, it creates confusion about actual priorities, making it difficult for subordinates to align their actions with organisational and leaders’ goals.
4. Organisational Dysfunction: This kind of behavior can fuel conflicts, inefficiencies, and cultivate a culture of disillusionment.
5. Undermining Pragmatic Legitimacy: Perhaps one of the most profound impacts is on an organisation’s pragmatic legitimacy. When stakeholders perceive that an organisation’s actions aren’t aligned with its stated goals or aren’t beneficial to them, its pragmatic legitimacy is compromised. A lack of pragmatic legitimacy means stakeholders doubt the organisation’s capacity or willingness to fulfill its promises or meet their needs, which can result in decreased support or commitment from these stakeholders.

Bridging the Divide: Recommendations for Leaders

1. Enhance Self-awareness: Leaders should continuously introspect and seek feedback. Recognizing one’s inconsistencies is the first step to addressing them.
2. Foster Open Communication: Encouraging an environment where individuals can voice concerns about perceived discrepancies promotes accountability and transparency.
3. Prioritize Consistency: Leaders should evaluate if they can truly align with what they promise, setting achievable expectations to maintain credibility.
4. Acknowledge and Amend: When discrepancies arise, leaders should admit them, apologize, and take measures to correct their course.
5. Continuous Learning: Regular training sessions emphasizing the importance of consistency in leadership can be instrumental.
6. Lead by Example: If leaders advocate specific values or principles, they must personify them in their actions.
7. Tend to your pragmatic legitimacy: By becoming more consistent in aligning saying with doing, thereby improving your legitimacy, stakeholders will lend increased support and commtiment to your initiatives and directions.

Navigating the Discrepancies: Recommendations for Those on the Receiving End

It’s often challenging to be on the receiving end of inconsistent leadership. It can be demotivating, confusing, and sometimes even detrimental to one’s mental health. If you find yourself in such a situation, it’s essential to take proactive steps to preserve your well-being and sanity.

1. Seek Clarification: If you notice a discrepancy between words and actions, ask for clarification. There might be reasons or perspectives you aren’t aware of. By seeking a clearer understanding, you can align your expectations accordingly.
2. Maintain Open Communication: Foster an environment where you feel empowered to communicate your feelings and perceptions. This not only helps you address potential misunderstandings but also lets leaders be aware of their inconsistencies.
3. Document Everything: When you see inconsistencies, make a note of them. This isn’t about “keeping score” but about having a reference point for discussions or to ground your own understanding of events.
4. Find Support: Confide in colleagues or friends who understand the situation. Sharing experiences can provide validation and sometimes lead to collective solutions or coping strategies.
5. Set Boundaries: It’s essential to protect your mental and emotional well-being. If you’re consistently receiving mixed signals, it may be necessary to set clear personal and professional boundaries to avoid burnout.
6. Seek External Mentorship: Connect with mentors outside your immediate work environment. They can provide an outside perspective, offer advice, or sometimes just serve as a sounding board.
7. Engage in Self-care: Engaging in activities that relax and rejuvenate you is crucial. Whether it’s reading, exercising, meditating, or pursuing a hobby, make sure you have an outlet to destress.
8. Consider Professional Counseling: If the inconsistency in leadership begins to take a toll on your mental health, consider seeking professional counseling. Therapists can provide coping mechanisms and strategies to navigate such situations.Organisational therapists can support organisation-wide initiatives to help reduce discrepancies between words and actions.
9. Evaluate Your Position: If you find the environment to be consistently toxic with no signs of change, it may be worth considering a change. Your well-being should always be a top priority. “Change your organisation, or change your organisation”.

Remember, in environments where leaders are inconsistent, it’s essential to prioritise your own personal well-being. By taking proactive steps, you can navigate the challenges while ensuring you remain grounded, supported, and mentally resilient.

To sum it up, pragmatic legitimacy is crucial for any organisation, and leaders play an integral role in upholding it. By aligning their words with their actions, leaders can reinforce trust, maintain credibility, and ensure that stakeholders see the organisation as a beneficial and aligned entity.