Professor Adrian Furnham’s column in The Sunday Times is always of interest to psychologically minded executives and his book; “The Elephant in the Boardroom – the causes of leadership derailment”, should be essential reading for all would-be directors.
As a psychologist I liked the piece in which he explained why nice guys don’t always win – because of their Agreeable personality.
Agreeableness is one of the Big 5 Personality Factors (along with Openness, Conscientiousness, Extraversion, and Neuroticism).
He points out that Agreeableness can be a handicap in business as the higher you score on this factor, the less likely you are to succeed as a business leader!
Most of us would prefer to work for an agreeable rather than a disagreeable boss, wouldn’t we? Well perhaps not says Furnham. Agreeable bosses may make you dissatisfied by not dealing with poor performers and being too forgiving, maybe treating you all the same, or being manipulated by your more devious colleagues.
One of my earlier posts “Sometimes you just have to tell em” was about research at Roffey Park that showed that we are not very good at dealing with underperformance or telling people what we want, that strong managers get more respect, and that a firm consistent approach is better for morale and performance generally.
And it gets worse – if you’re a female. The Times reported last year on some research carried out by the Institute of Employment Research and concluded that; “It doesn’t pay for a female boss to be too nice“. The research showed that personality factors do come into account and that, for example, nice people earn less.
A more recent paper presented to the Academy of Management by Beth A Livingston from Cornell University analysed surveys spread over 20 years. She found that significantly less agreeable men earned 18.3% more than men who were significantly more agreeable. For women the difference was less, just 5.5%.
Livingston said; “Men’s disagreeable behaviour conforms to expectations of masculine behaviour“.
Apparently nice women are being swept away by openly aggressive ones who know what they want.
Working hard obviously helps but if you are too conscientious you may be seen as neurotic (or get bullied), and extraverts do no better than introverts.
Professor Cary Cooper, at the University of Lancaster Management School, agrees but also thinks women have more emotional intelligence than men and are not generally as egocentric.
So agreeable managers have to learn how to toughen up – for the sake of their team and the organisation, just as the disagreeable ones have to learn how to be nice – if only for the PR.
The July 2010 issue of Psychologies magazine has picked up on this topic in their article; “Why it pays to be tough at work“. It suggests that the prevailing view that it’s not the cleverest (presumably meaning IQ) but those with the highest emotional intelligence that succeed is wrong.
That was always a simplistic view at best and one that Adrian Furnham disagrees with as he says there is evidence that disagreeable poeple do better. The German research quoted says agreeable women earned £40,000 less over a lifetime than women who behaved more like ruthless men.
The article’s author then has a go at empathy. She quotes Jack Welch’s wife as saying that; “too much empathy is paralysing” when you have to give tough feedback or make tough decisions, and goes on to talk about women being prone to slipping into “good mother” roles where they create “gardens of entitlement” sowing seeds of future problems (such as?).
After dismissing empathy – by quoting Neutron Jack’s wife for goodness sake – the author next attacks self-knowledge which she doesn’t consider essential for top jobs as it can detract from self-confidence if it makes you aware of your failings (is she serious that these people don’t need feedback ?
Some people have short memories; what about Enron, the banks or BP?. Furnham is quoted as saying that people who get on may be narcissistic – which is not the only dark-side attribute.
If men overestimate their abilities and don’t navel gaze while women underestimate themselves and have self-doubt (imposter syndrome) then women seemed doomed to fail according to the author and people like Suzy Welch.
In fact the author seems to welcome emotional stupidity as it makes less demands on her. She even has a dig at Anne Mulcahy, ex-CEO of Xerox, because, although she has written about what women can bring to the workplace in terms of emotionality which makes them better leaders, she cut 1/3 of the workforce.
Did she not wonder how Neutron Jack got his nickname?
Original published on 12 April 2010