Interesting article.
I’ve always disliked leaders that sugar coat feedback and/or exaggerate accomplishments of the team members when there is none or at best mediocre. This might be fine in the short run (people will “like” such leaders better than someone that is seen demanding/challenging), but in the long run everyone finds out resulting in a trust deficit. Of course it doesn’t mean one should not focus on friendship or friendly leader aren’t effective. Colin Powell said “Being responsible means sometimes pissing off people” in his celebrated principles of leadership.
I also have made a my fair share of mistakes of being “too much people focussed” and therefore not able to make good business decisions which would be long term (and win-win).
Ofcourse no one likes constructive feedback (though we publicly proclaim that we actually receive less feedback and welcome more), but in the long run we need our leaders to challenge us and help us grow. And for that to happen we have to be open for constructive feedback. Focussing on being “liked” is a big impediment. When we expect this from our leaders, why not provide the same for people that have given us an opportunity to lead them.
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