What Can You Learn From the Toughest Leadership Job on Earth?

During the early 1960s, the Navy Medical Neuropsychiatric Research Unit (now the Naval Health Research Center) conducted a series of studies concerning leadership at small Antarctic stations. In that research program, Nelson (1962) found that esteemed leaders tended to possess a relatively democratic leadership orientation and a leadership style characterized by greater participation in activities than traditional for a military organization. Further, the esteemed leaders developed individual relationships with each of their crew members and reportedly sought the opinions of individual crew members about issues directly concerning them.

Popular leaders tended to be more self-confident and alert, but they differed most from unpopular leaders by exhibiting greater emotional control and adaptability and maintaining harmony within the group. The latter trait again emphasizes the motivational component of effective leadership; that is, the esteemed leader takes the time to speak personally with crew members and do whatever is necessary to preserve group solidarity. Many ineffectual leaders probably know that they should make these efforts, but they refrain because of insufficient motivation.

In general, Nelson found that a specific leader’s status and esteem in a small Antarctic group were determined by the manner in which three types of decisions were made. First, crew members expected technical or task specific decisions to be based on consultations with the appropriate specialists and individuals involved. Second, crew members expected decisions about general or routine station policy matters that would affect all personnel, such as scheduling of housekeeping and recreational activities, to be made by the leader following consultation with the entire group. Third, crew members expected leaders to make decisions regarding emergency matters as quickly and autocratically as necessary under the circumstances.

Researchers have been studying organizational climate for more than 50 years and routinely find “that 60% to 75% of the employees in any organization — no matter when or where the survey was completed and no matter what occupational group was involved — report that the worst or most stressful aspect of their job is their immediate supervisor.”

There’s a growing body of research indicating that bad bosses hamper productivity, which results in smaller profits and lost business. University of Florida researchers found that people who work for abusive bosses are more likely to arrive late, do less work, and take more sick days even though they may be physically fine… this kind of employee-manager abusive relationship resulted in a workforce that “experienced more exhaustion, job tension, nervousness, depressed mood and mistrust.” These workers were also less likely to take on additional tasks, such as working longer or on weekends, and were generally less satisfied with their jobs. Also,employees were more likely to leave if they were involved in an abusive relationship than if they were dissatisfied with their pay — proving the old maxim that people quit bosses, not companies.

This isn’t only true in corporate settings. In environments thought to be even more stoic than corporate America—like the military—leaders who openly express their positivity get the most out of their teams. In the U.S. Navy, researchers found, annual prizes for efficiency and preparedness are far more frequently awarded to squadrons whose commanding officers are openly encouraging. On the other hand, the squadrons receiving the lowest marks in performance are generally led by commanders with a negative, controlling, and aloof demeanor. Even in an environment where one would think the harsh “military taskmaster” style of leadership would be most effective, positivity wins out.