Summary of “Why Highly Efficient Leaders Fail”

The high levels of efficiency that allow highly task-focused leaders to be so productive often come at the expense of a more people-based focus.
Highly efficient leaders often lose their focus on people due to a limiting belief that more people-focused activities will slow them down and impede their ability to execute, and to ultimately be successful.
The irony is that an intense focus on efficiency and getting things done makes these leaders less effective overall.
Great leaders are able to balance task-focus with people-focus.
Highly task-focused leaders tend to have tunnel vision in their drive for results, rather than applying a broader lens that recognizes the need to sometimes “Go slow to go fast”.
Leaders who balance task- and people-focus are equally driven and also strive for results, but they keep the broader organizational needs in mind.
In research conducted by Robert Anderson and William Adams for their book Scaling Leadership, they identified that the number one differentiator of effective leaders is strong people skills, and that six out of ten of their biggest strengths related to people skills such as listening, developing others, and empowering their team members.
Overly task-focused leaders also tend to be more reactive, operating from a position of fear, and often displaying highly directive, controlling, or perfectionist behaviors that can alienate others and be disempowering to their teams.

The orginal article.