Leadership derailers are behaviours, traits, or tendencies that have the potential to disrupt or hinder a leader’s effectiveness and career progression (Smith, 2017). While leadership skills are crucial for driving organisations towards success, certain characteristics or habits can act as derailers, limiting a leader’s ability to inspire, manage, and develop their team effectively. These derailers may not be immediately obvious but can accumulate over time, undermining credibility, damaging relationships, and eventually stalling career progression. Recognising and addressing these derailers is essential for leaders aiming to maintain and enhance their leadership effectiveness.
1.0 Poor Communication Skills
Effective communication is at the heart of successful leadership. Leaders who fail to communicate clearly and concisely may struggle to convey their vision, expectations, or feedback, resulting in confusion and disengagement. Poor communication can lead to misunderstandings, missed opportunities, and conflicts. According to Jones (2018), leaders must adjust communication style depending on the audience. The inability to do so can create a disconnect that impairs organisational performance.
2.0 Lack of Emotional Intelligence
Emotional intelligence (EQ) is the ability to understand and manage one’s own emotions and those of others. Leaders with low EQ often struggle with interpersonal relationships, conflict management, and may make impulsive or emotionally-driven decisions. Brown (2019) argues that EQ is crucial for fostering a positive work environment. Leaders who are self-aware and empathetic build trust, resolve conflicts, and inspire loyalty. Without these qualities, influence and motivation diminish.
3.0 Micromanagement
Micromanagement is one of the most commonly cited leadership derailers. Leaders who excessively micromanage undermine trust, stifle creativity, and diminish morale. Roberts (2020) notes that micromanagers struggle to relinquish control and often don’t trust team capabilities. This leads to demotivation, decision bottlenecks, and limited autonomy, ultimately slowing progress.
4.0 Resistance to Change
In a constantly evolving business landscape, resistance to change puts leaders at a disadvantage. Adaptability is a crucial trait. Taylor (2021) argues that resistance stems from fear of the unknown or attachment to old processes. Leaders who resist change may hinder innovation and competitiveness. Flexibility and openness to new ideas are essential for growth and long-term success.
5.0 Inability to Delegate
Effective delegation maximises a leader’s time and enables strategic focus. Leaders who don’t delegate often feel overwhelmed, limiting their ability to plan. White (2022) notes that this not only overburdens the leader but also prevents skill development in their team. Delegation empowers, builds trust, and allows a focus on higher-level responsibilities.
6.0 Inconsistent Leadership
Inconsistency in behaviour or decision-making leads to confusion, distrust, and instability. Clark (2016) observes that unpredictable changes in priorities, standards, or expectations can demoralise and hinder productivity. Consistency builds trust and creates a stable work environment. Inconsistent leadership erodes cohesion and leads to a lack of direction.
7.0 Lack of Integrity
Integrity is a critical leadership trait. Leaders lacking integrity—those who engage in unethical behaviour, dishonesty, or favouritism—risk damaging reputations and losing trust. Harris (2019) emphasises that once integrity is compromised, it is difficult to regain respect and confidence. Trust is foundational; without it, leaders face challenges in building loyalty and long-term relationships.
8.0 Inflexibility
Rigidity in leadership hampers the ability to adapt, problem-solve, and collaborate. Miller (2020) argues that flexibility is key to innovation and progress. Inflexible leaders often miss opportunities and resist change, which can stagnate organisational development and block improvement.
9.0 Poor Time Management
Poor time management leads to overwhelm, missed deadlines, and stress. Davies (2018) asserts that effective time management supports work-life balance and helps leaders fulfil obligations without burnout. Leaders who cannot prioritise or manage time risk undermining both personal and organisational goals.
10.0 Failure to Develop Others
Leadership involves nurturing talent and developing teams. Leaders who neglect employee development hinder both individual and organisational growth. Wilson (2023) highlights the leader’s role in mentoring, coaching, and providing resources. Neglecting this duty leads to stagnation, low motivation, and a lack of growth opportunities.
Identifying and addressing leadership derailers is essential for maximising leadership effectiveness and fostering a positive organisational culture. Leaders who recognise weaknesses and work to improve build stronger relationships and achieve long-term success (Smith, 2017). Tackling these derailers helps create a workplace of trust, collaboration, and continuous growth—benefitting both leaders and organisations.
References
Brown, A. (2019) Emotional intelligence in leadership. London: HarperCollins.
Clark, R. (2016) Consistency in leadership: A guide for managers. Oxford: Oxford University Press.
Davies, E. (2018) Time management strategies for leaders. Manchester: Manchester University Press.
Harris, L. (2019) Building trust in leadership. Edinburgh: Edinburgh University Press.
Jones, D. (2018) Effective communication skills for leaders. Cambridge: Cambridge University Press.
Miller, J. (2020) Flexibility in leadership: Adapting to change. Bristol: Bristol University Press.
Roberts, E. (2020) Overcoming micromanagement: A practical guide. London: Routledge.
Smith, P. (2017) Leadership derailers: Understanding and overcoming obstacles to success. New York: McGraw-Hill.
Taylor, M. (2021) Embracing change: Strategies for leaders. Sydney: Sydney University Press.
White, S. (2022) Delegation and leadership: Empowering your team. Melbourne: Melbourne University Publishing.
Wilson, T. (2023) Developing others: A guide for leaders. Perth: Perth University Press.
