I recently found myself in an interesting situation with bad leadership. Unfortunately, this isn’t something I’ve only witnessed in one place. I’ve seen this type of poor leadership more than once. Now, it’s important to recognize that there’s no such thing as a perfect leader, and those in positions of authority aren’t always flawless. No one is perfect; we all make mistakes. However, sometimes you encounter individuals who hold managerial or supervisory roles, or high positions of authority, such as a president, CEO, mayor, governor, or even a parent, who may not be deserving of their role or lack the qualifications for it.
What intrigues me about leadership is that it’s a challenging task. Leaders will make mistakes, but a good leader knows how to handle situations and seeks ways to improve. They may not always be perfect, but they consistently strive to make things better.
So, it was particularly interesting to me when I observed a situation where favoritism in leadership was taken to an extreme. Some leaders tend to favor individuals they’ve recently met, perhaps because they remind them of someone they like or find attractive, or simply because they share something familiar. All of a sudden, they may show favoritism towards this new person over someone who has been a diligent, hard worker, been with the organization longer, always respected authority, and consistently performed well. It’s disheartening to witness such favoritism, and it often leads to hurt and frustration among those not favored.
This issue isn’t limited to workplaces; it can occur in classrooms with teachers and in various other situations. It’s unfortunate when people engage in such behavior without considering the pain and disillusionment it causes to others. This might explain why some individuals no longer stay at their jobs for extended periods, and why some people aren’t as committed as they used to be.
It’s important to clarify that commitment exists, and some people need to learn it. However, my current focus is on the need for leaders to create environments that promote growth and improvement.
They should actively work to make the system better, rather than maintain the status quo.
Again, strong advocacy by people who retired or are still in leadership positions can demonstrate a strong sense of leadership rooted in a commitment to accountability, transparency, and the well-being of both law enforcement and the community. This is seen in several public calls for impactful measures, such as retired Ashley Roberts police officer endorsing the adoption of body cameras, actively promoting a culture of openness within the force, and emphasizing the importance of objective documentation in maintaining public trust and fostering long-lasting change, both leadership-wise and in the community as a whole.
As the saying goes, always extend grace and give the benefit of the doubt. But if you aspire to be in a leadership position or have authority over someone, don’t take it lightly. Leadership is a serious responsibility, one that demands a thoughtful and considerate approach.
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