In any organization, you will find a variety of leaders. Some are good, and some are average. Some leaders are great at their job, and others are not. The heroes are the ones who step up to do something extraordinary when the company faces a crisis or uncertainty, and everyone is waiting to know what is coming next. The rescuers come forward when everything seems to be falling apart, putting their interests aside and investing time in mentoring other team members or solving operational problems. You will learn about the hero leader syndrome as one of the most common pitfalls that leaders tend to fall into after they've been through a period of intense stress, pressure, and responsibility. In this article, we'll look at this syndrome and see how to stop it from happening again.

What is the Hero Leader Syndrome?

Although the employees may have the best intentions, it is crucial to understand the dangers of the hero leader syndrome and how leaders can break the cycle. The hero leader syndrome is a state of mind in which leaders rely heavily on their heroic instincts and feel the need to act alone to solve their team's problems. This can harm the organization because it can trigger feelings of isolation and self-doubt in other team members, creating a dependency culture.

The problem with the hero leader syndrome is that it can become a recurring pattern. A leader might step up to solve a problem, mentor a colleague in one situation, feel like they've "solved it all," and then find themselves doing the same thing in a different case. Many organizations have a hero leader at some point in their growth. The hero leader syndrome occurs when the hero leader becomes the dominant leader. When this happens, the organization depends on one person instead of the whole team working together.

The  Behaviors of the Hero Leader.

Unsustainable Pace

The hero leaders who are so busy helping others that they forget to look after themselves start to experience burnout. It is essential to ensure that the help and assistance you give others is sustainable and doesn't end in people being resentful or feeling like they have to live up to your expectations. Please don't micromanage your team members. Success happens when you allow them to work on their ideas without interrupting them. Once they are done, a leader shares the feedback with the team.

Selective Mentorship

Mentorship should be a two-way street. You may have the best intentions when you help one colleague or team, but it is essential to remember that you may inadvertently be cutting off other people who need your help. If you find that you're doing more than your share of the mentorship in your organization, consider taking a step back and thinking about how you can share the load more evenly.

Unhealthy Competition

If you are always looking to outdo the other team members, you risk developing unhealthy relationships with them. Competition is a valuable tool for encouraging people to achieve, but it has its place. There should be room for collaboration too.

Nursing Your Wounds

Suppose you're always talking about how badly you've been treated. In that case, you're ignoring your contributions to the situation and making it hard for others to come to terms with their own experiences. The best leaders don't always focus on their problems; they also understand that their team members need their support.

Hero-Worship

Hero worship can be harmful because it causes people to stop growing. This can lead to the organization's overall performance being negatively affected.

Why Does the Hero Leader Syndrome Happen?

Leaders who have been through a stressful or traumatic time often feel an overwhelming urge to be useful again, step up, take control, and steer the team out of whatever crisis it may face. Several reasons may trigger this urge, including: - Feeling like you're needed. - If you've recently returned from a long absence, such as a leave of absence for an injury, you might feel like you're needed again and have to step up and take control and steer the team out of whatever crisis it may be facing. - A desire to fix what went wrong. - If you were the leader of a project that ended in disaster, you should retake control and steer the team out of whatever crisis it may be facing.

How to Break the Cycle.

Knowing these triggers can help you break the hero-leader syndrome pattern. To do this, you will want to try the following: - Keep a journal. - Journaling is a great way to become more aware of your emotions and feelings. In this journal, you should be aware of any time you feel compelled to take control and steer the team out of whatever crisis it may face. What emotions are you feeling at that moment? What is causing you to feel that way?

These questions can help you to become aware of your triggers, which will enable you to break the cycle of the hero-leader syndrome. - Talk to a mentor or coach. - If you're struggling with the urge to take control and steer the team out of whatever crisis it may be facing, you should consider talking to a mentor or coach. They can help you understand your emotions and why you need to take control in certain situations. They can also help you break the cycle of the hero leader syndrome by helping you work through these emotions healthily.

The hero-leader syndrome is so common. Understanding the syndrome's symptoms and breaking the cycle is essential. The best way to do this is to get in touch with your feelings and recognize what emotions are causing you to act the way you do. Once you identify these feelings, you can change your behavior and break the cycle of the hero-leader syndrome.