Reflecting on the vicious circle above, I personally don’t feel like this is something that’s drastically affecting my organization. We have a very small team of three people with administrative leadership falling outside of this team. If someone doesn’t know how to do something or does something poorly, we bring up to one another that there are better/smarter ways of handling the situation. We then use this as an opportunity to learn.
However I can see how this vicious circle can make someone more insecure about his or her own personal abilities. For example, let's say a new guy comes into the office and this individual is tasked to fix a particular problem on an aircraft. If a “leader” jumps in and takes a more hands-on approach without turning it into a learning opportunity, for example the “leader” just does the job for them, it will lower the followers confidence and create a much more ineffective work dynamic.
The best way I believe to modify this circle is to simply change how the leader makes the hands on approach. By turning it into a positive learning experience for the individual, the individual should in theory come out feeling more confident, not less confident, in their abilities. But at the same time, not to be overly critical about everything as to make them second-guess themselves with even the smallest of details. It takes time for people to process information, so too much too fast may be overwhelming and cause more damage than good.
Obolensky, N.
(2010). Complex Adaptive Leadership. London, UK: Gower/Ashgate.
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