{"id":17348,"date":"2025-10-13T09:00:41","date_gmt":"2025-10-13T06:00:41","guid":{"rendered":"https:\/\/www.kariyer.net\/ik-blog\/?p=17348"},"modified":"2025-10-13T09:20:53","modified_gmt":"2025-10-13T06:20:53","slug":"liderlik-etkinligini-azaltan-10-kritik-hata","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/ik-blog\/liderlik-etkinligini-azaltan-10-kritik-hata\/","title":{"rendered":"Liderlik etkinli\u011fini azaltan 10 kritik hata"},"content":{"rendered":"<p><strong>Joseph Folkman ve John Zenger\u2019in \u201c\u0130lham verici lider\u201d kitab\u0131nda a\u00e7\u0131klanan ara\u015ft\u0131rmalara g\u00f6re liderler ald\u0131klar\u0131 geri besleme raporlar\u0131nda \u201cen k\u00f6t\u00fc y\u00fczde on\u201d i\u00e7inde olduklar\u0131 \u00f6zellikler varsa, toplam liderlik etkinli\u011finde b\u00fcy\u00fck bir darbe yiyorlar ve geriliyorlar. Bunun olmamas\u0131 i\u00e7in en g\u00fc\u00e7l\u00fc \u00f6zelliklerini daha iyi hale getirmeye \u00e7al\u0131\u015f\u0131rken, ayn\u0131 zamanda tespit edilen \u201cen geride\u201d olduklar\u0131 \u00f6zellikleri de en az\u0131ndan ortalama seviyelere \u00e7ekmeleri gerekiyor. Liderlik etkinli\u011fini azaltan ve liderlerin en k\u00f6t\u00fc y\u00fczde onda olduklar\u0131nda alg\u0131lar\u0131n\u0131 son derece olumsuz etkileyen 10 \u00f6zellik bak\u0131n neler?<\/strong><\/p>\n<h2>Enerji d\u00fc\u015f\u00fckl\u00fc\u011f\u00fc y\u00fcz\u00fcnden ilham verememek<\/h2>\n<p>Ekip y\u00f6neticisi y\u00fcksek enerjili, hevesli ve heyecanl\u0131 olmad\u0131\u011f\u0131nda ekibi de hemen d\u00fc\u015f\u00fck frekansta yay\u0131n yapan, tutkusu d\u00fc\u015f\u00fck bir grup insana d\u00f6n\u00fc\u015febilir. \u0130nsanlar g\u00f6r\u00fcp heveslenecekleri, harekete ge\u00e7mek i\u00e7in ilham alacaklar\u0131 liderlerle \u00e7al\u0131\u015fmak isterler. Bu olmad\u0131\u011f\u0131nda toplamdaki liderlik etkinli\u011finin azald\u0131\u011f\u0131n\u0131 g\u00f6r\u00fcyoruz.<\/p>\n<h2>Ortalama bir i\u015f performans\u0131n\u0131 \u00f6ylece kabul etmek ve meydan okumamak<\/h2>\n<p>Ekibinde ve kendisinde verilen hedefler civar\u0131nda veya hemen alt\u0131nda &amp; \u00fcst\u00fcnde i\u015f \u00e7\u0131kt\u0131s\u0131 \u00fcreten ve bununla ilgili \u201cB\u00f6yle gelmi\u015f b\u00f6yle gider\u201d yakla\u015f\u0131m\u0131na yak\u0131n olan ekip y\u00f6neticileri ekiplerinde \u201cyapabileceklerini yapmama\u201d davran\u0131\u015f\u0131n\u0131 tetiklemi\u015f olabilirler. \u00d6zellikle belli bir hata oldu\u011funda y\u00f6neticinin konuyu nas\u0131l ele ald\u0131\u011f\u0131 \u00e7ok \u00f6nemlidir. Bir proje kaybedildi\u011finde a\u00e7\u0131k\u00e7a daha iyisini yapmak i\u00e7in konu\u015fabilmek \u00e7ok de\u011ferlidir. Konu\u015fulmad\u0131\u011f\u0131nda ve d\u00fc\u015f\u00fck performansa bir meydan okuma davran\u0131\u015f\u0131 olmad\u0131\u011f\u0131nda \u00e7al\u0131\u015fanlar kendilerini organizasyonun performans alg\u0131s\u0131na g\u00f6re \u201ckonumlayabilirler\u201d.<\/p>\n<h2>Net bir vizyon ve y\u00f6nden mahrum olmak<\/h2>\n<p>Ekip y\u00f6neticisi sadece \u201coperasyonu ger\u00e7ekle\u015ftiren\u201d bir karakter oldu\u011funda, ekiptekiler yapt\u0131klar\u0131 i\u015fi \u201cneden\u201d yapt\u0131klar\u0131n\u0131 bilemeden, karanl\u0131k bir t\u00fcnelde \u00e7al\u0131\u015f\u0131r gibi i\u015f yap\u0131yor olabilirler. B\u00fcy\u00fck resmi tan\u0131mlamak, bunu ileti\u015fimin i\u00e7ine katmak ve \u00f6zellikle b\u00fcy\u00fck organizasyonlarda t\u00fcm \u00e7al\u0131\u015fanlara ula\u015fmak bu y\u00fczden \u00e7ok de\u011ferlidir.<\/p>\n<h2>K\u00f6t\u00fc de\u011ferlendirmeler ve zay\u0131f kararlar ile g\u00fcven kayb\u0131na u\u011framak<\/h2>\n<p>G\u00fcvenin iyi liderlik i\u00e7in temel bir ba\u011f oldu\u011funu daha \u00f6nce ifade etmi\u015ftim. G\u00fcven olu\u015fturamam\u0131\u015f liderler etkin olam\u0131yorlar. Yap\u0131lan bir form\u00fcl denemesinde;<\/p>\n<p>G\u00fcven = (Teknik &amp; Sekt\u00f6r hakimiyeti x \u00f6ng\u00f6r\u00fclebilir olmak x samimi olmak) \/ Kendi \u00e7\u0131kar\u0131 pe\u015finde olmak<\/p>\n<p>diye tan\u0131mlanm\u0131\u015f\u2026 Buna g\u00f6re ekibin i\u015fi bildi\u011fini d\u00fc\u015f\u00fcnd\u00fc\u011f\u00fc, dedi\u011finin arkas\u0131nda olan, \u00f6ng\u00f6r\u00fclebilir ve samimi liderler g\u00fcven kazanabiliyor, bunun tersi oldu\u011funda da g\u00fcven kaybolabiliyor. Kayboldu\u011funda da yeniden olu\u015fturmak genelde \u00e7ok zor oluyor.<\/p>\n<h2>Destekleyici olmamak<\/h2>\n<p>Bir y\u00f6netici ekibinin ba\u015far\u0131s\u0131n\u0131 \u00f6ne koymuyor, destekleyici olmuyor, bilgi sakl\u0131yor ve bilgiyi kendi \u201chakimiyeti\u201d i\u00e7in bir g\u00fc\u00e7 olarak kullan\u0131yorsa etkinli\u011fi de azal\u0131yor. Grup i\u00e7inde farkl\u0131 alt gruplar olu\u015fmaya ba\u015fl\u0131yor. \u0130nsanlar\u0131n birbirine deste\u011fi de \u201c\u015farta\u201d ba\u011fl\u0131 hale gelebiliyor. Rekabet bazl\u0131 yakla\u015fmak yerine i\u015f birli\u011fi temelli bir yakla\u015f\u0131m\u0131n ekibin psikolojik sa\u011fl\u0131\u011f\u0131 ve i\u015f performans\u0131 a\u00e7\u0131s\u0131ndan daha iyi sonu\u00e7lar verdi\u011fi g\u00f6sterilmi\u015f.<\/p>\n<h2>Dediklerini yapan bir rol model olamamak<\/h2>\n<p>Bir lider dediklerini kendi yapmad\u0131\u011f\u0131nda etkinli\u011fini ve inan\u0131rl\u0131\u011f\u0131n\u0131 yitiriyor. T\u00fcm \u015firket daha tutumlu olmal\u0131y\u0131z konu\u015fmas\u0131 yapt\u0131ktan sonra kendi \u015firket kaynaklar\u0131 ile l\u00fcks yemekler yiyorsa bu g\u00f6r\u00fcl\u00fcyor ve sonraki \u201chevesli duyurusu\u201d ciddiye al\u0131nm\u0131yor.<\/p>\n<h2>Kendi geli\u015fimine \u00f6nem vermemek, hatalardan \u00f6\u011frenmemek<\/h2>\n<p>Yap\u0131lan ara\u015ft\u0131rmalarda \u00f6zellikle kendi hatalar\u0131n\u0131 saklayan, iyi g\u00f6r\u00fcnmek i\u00e7in a\u015f\u0131r\u0131 zaman ve efor harcayan liderlerin uzun vadede bundan zarar g\u00f6rd\u00fckleri g\u00f6sterilmi\u015f. \u00dczerine bir de \u201csaklad\u0131klar\u0131\u201d bu hatalar\u0131 kariyerlerinde \u201ctekrarlama\u201d ihtimallerinin de daha fazla oldu\u011fu belirtilmi\u015f\u2026 Belli bir k\u0131r\u0131lganl\u0131k ile geli\u015fim alanlar\u0131ndan bahsetmek, kendi veya ekibi hata yapt\u0131\u011f\u0131nda bunu \u00fcstlenmek ve tart\u0131\u015fmak, kendi ald\u0131\u011f\u0131 dersleri ekiple payla\u015fmak \u00f6nemli liderlik \u00f6zellikleridir.<\/p>\n<h2>Ki\u015filer aras\u0131 ileti\u015fim becerilerinin zay\u0131f olmas\u0131<\/h2>\n<p>Teknik uzmanl\u0131k davran\u0131\u015f bozuklu\u011funu \u00f6rtm\u00fcyor ve bu s\u0131k\u0131nt\u0131 orta vadede ortaya \u00e7\u0131k\u0131yor. Ekibine k\u0131zan, ba\u011f\u0131ran, a\u015f\u0131r\u0131 bask\u0131 yapan, zorba davran\u0131\u015flar g\u00f6steren liderler s\u00fcratle etkinliklerini kaybediyor, insanlar\u0131 zorla \u00e7al\u0131\u015ft\u0131r\u0131r gibi bir duruma geliyorlar. Her \u015feyi \u201cbilme\u201d davran\u0131\u015f\u0131nda olma, insanlara sayg\u0131s\u0131zl\u0131k etme, takdir etmeme gibi davran\u0131\u015flar da teknik beceri y\u00fcksek olsa bile sayg\u0131y\u0131 ve etkinli\u011fi azalt\u0131yor.<\/p>\n<h2>Yeni fikirlere ve yakla\u015f\u0131mlara kapal\u0131 olmak<\/h2>\n<p>\u201cNe gerek var?\u201d yakla\u015f\u0131m\u0131 bence gitgide liderlik etkinli\u011fini azaltan bir davran\u0131\u015f haline geliyor. \u00d6zelikle gen\u00e7 \u00e7al\u0131\u015fan nesil s\u00fcrekli yeni fikirler \u00fcretiyor ve bunlar\u0131n ciddiye al\u0131nmas\u0131n\u0131, dinlenmesini istiyor. S\u00fcrekli a\u015f\u0131r\u0131 gelenek\u00e7i ve tutucu yakla\u015f\u0131m liderlik etkinli\u011fini azalt\u0131yor. Bu davran\u0131\u015f ekipteki \u00e7al\u0131\u015fanlar\u0131n k\u00f6t\u00fc hissetmesine, kendilerini de\u011fersiz hissetmelerine ve \u201cde\u011fi\u015fim\u201d g\u00fcc\u00fcne sahip olmad\u0131klar\u0131n\u0131 d\u00fc\u015f\u00fcnmelerine de yol a\u00e7\u0131yor.<\/p>\n<p>Her \u015feye \u201cHay\u0131r\u201d diyen liderden daha k\u00f6t\u00fcs\u00fc dinleyip yapal\u0131m deyip sonra eyleme ge\u00e7meyen lider olabilir. Hem yenilik\u00e7i fikirler kullan\u0131lm\u0131yor, hem g\u00fcven kayboluyor hem de ba\u011fl\u0131l\u0131k azal\u0131yor b\u00f6ylece\u2026<\/p>\n<h2>Di\u011ferlerini geli\u015ftirme yerine kendine odaklanm\u0131\u015f olmak<\/h2>\n<p>Sadece kendine odaklanan, ekibinin geli\u015fimi ile pek de ilgilenmeyen, hatta yerine gelecek herhangi biri yeti\u015fmesini bile kendisine zarar gelece\u011fi d\u00fc\u015f\u00fcncesiyle desteklemeyen liderlerin etkinli\u011fi azalacakt\u0131r. Bu liderler ba\u015far\u0131lar\u0131 payla\u015fmak ve terfi g\u00fcn\u00fc gelince ba\u015fkalar\u0131n\u0131 alk\u0131\u015flamak konusunda da cimri olacaklard\u0131r.<\/p>\n<p>Bu davran\u0131\u015flardan size yak\u0131n gelen var m\u0131, varsa bu konuda baz\u0131 planlamalar ve eylemler yapabilirsiniz.<\/p>\n<!-- templates\/buttons-placeholder.php -->\n<div class=\"da-reactions-outer TpostID17348\">\n\t    <div class=\"da-reactions-data da-reactions-container-async center\"\n         data-type=\"post\"\n         data-id=\"17348\"\n         id=\"da-reactions-slot-post-17348\">\n        <div class=\"da-reactions-static\">\n\t\t\t<img src=\"https:\/\/www.kariyer.net\/ik-blog\/wp-content\/plugins\/da-reactions\/assets\/dist\/loading.svg\" alt=\"Loading spinner\" width=\"48\" height=\"48\" style=\"width:48px\" \/>\n        <\/div>\n    <\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Joseph Folkman ve John Zenger\u2019in \u201c\u0130lham verici lider\u201d kitab\u0131nda a\u00e7\u0131klanan ara\u015ft\u0131rmalara g\u00f6re liderler ald\u0131klar\u0131 geri besleme raporlar\u0131nda \u201cen k\u00f6t\u00fc y\u00fczde on\u201d i\u00e7inde olduklar\u0131 \u00f6zellikler varsa, toplam liderlik etkinli\u011finde b\u00fcy\u00fck bir darbe yiyorlar ve geriliyorlar. Bunun olmamas\u0131 i\u00e7in en g\u00fc\u00e7l\u00fc \u00f6zelliklerini daha iyi hale getirmeye \u00e7al\u0131\u015f\u0131rken, ayn\u0131 zamanda tespit edilen \u201cen geride\u201d olduklar\u0131 \u00f6zellikleri de en [&hellip;]<\/p>\n<!-- templates\/buttons-placeholder.php -->\n<div class=\"da-reactions-outer TpostID17348\">\n\t    <div class=\"da-reactions-data da-reactions-container-async center\"\n         data-type=\"post\"\n         data-id=\"17348\"\n         id=\"da-reactions-slot-post-17348\">\n        <div class=\"da-reactions-static\">\n\t\t\t<img src=\"https:\/\/www.kariyer.net\/ik-blog\/wp-content\/plugins\/da-reactions\/assets\/dist\/loading.svg\" alt=\"Loading spinner\" width=\"48\" height=\"48\" style=\"width:48px\" \/>\n        <\/div>\n    <\/div>\n<\/div>\n","protected":false},"author":35,"featured_media":17349,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":"","_elementor_edit_mode":"","_elementor_template_type":"","_elementor_data":"","_elementor_page_settings":null,"_elementor_conditions":[]},"categories":[1988],"tags":[760],"class_list":{"0":"post-17348","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-etkin-liderlik","8":"tag-bertay-fisekci"},"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v21.4 (Yoast SEO v26.8) - 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