Leadership Doppelgangers: Discipline versus rigidity

What it’s all about

Self-management is a crucial skill for managers. This competence includes the ability to reflect on oneself, to organise, to set goals and to pursue them efficiently. However, this can also lead to misjudgements. One example is the confusion between discipline and rigour. Although they are often used interchangeably, there are key differences between them that can have a significant impact on leadership quality.

Discipline

Discipline is understood as a conscious and flexible self-regulation aimed at consistently pursuing goals while adapting to circumstances. It is a sign of self-control and goal-oriented behaviour. Disciplined managers set clear priorities, plan strategically and remain focussed without losing the necessary ability to adapt. The ability to adapt enables them to react appropriately to changes and new challenges.

Rigidity

Rigidity, on the other hand, is characterised by a rigid and inflexible attitude towards rules and routines. Rigid managers adhere strictly to fixed plans and regulations, even when circumstances change. This rigidity can lead to a lack of adaptability and limit the potential for innovative solutions. Rigid behaviour often indicates excessive control and a reluctance to change.

True Strength vs. Faux Power

Leaders who confuse rigidity with discipline often see themselves as structured and goal-orientated, when in reality they have an unyielding and dogmatic approach to their tasks. This misperception can lead to significant disadvantages in their leadership role:

➡️ One of the most serious consequences is the limitation of adaptability. In a constantly changing world of work, flexibility is crucial. Rigid managers find it difficult to react to unexpected challenges or new opportunities. Their fixation on existing plans and procedures prevents them from developing innovative approaches or reacting to dynamic market changes.

➡️ Another problem is the negative impact on employee engagement and team dynamics. Rigid managers tend to exercise strict control and leave little room for creative ideas or independent decision-making. This authoritarian attitude undermines the trust and motivation of employees. If team members feel that their contributions are not valued or that their autonomy is restricted, their job satisfaction and commitment will decrease. This results in higher staff turnover and often a loss of valuable talent.

➡️ Rigidity also has a negative impact on communication within the team. However, an open and effective exchange is a key factor for the success of any organisation. Rigid managers, on the other hand, encourage one-sided communication in which they issue instructions without responding to feedback or suggestions from employees. This results in misunderstandings, misinterpretations and overall ineffective collaboration. The isolation of employees’ ideas and perspectives blocks innovation and reduces the problem-solving ability of any team.

➡️ The self-perception of rigid managers as disciplined is also expressed in a distorted self-assessment. They believe that their strict adherence to rules and plans is a sign of strength and efficiency, while in reality they sacrifice the flexibility and adaptability required for effective leadership. Because of this self-deception, such managers are unable to recognise their own weaknesses and the negative impact of their behaviour on the team and the company.

➡️ Another disadvantage is the deterioration of the organisational culture. Managers play a crucial role in shaping it. Rigid leadership fosters a culture of mistrust and fear in which employees are reluctant to take risks or suggest new ideas. Innovation and responsiveness suffer as a result.

➡️ Finally, rigidity can also jeopardise the long-term strategic direction of the company. Rigid managers prioritise short-term goals and immediate results over long-term visions and sustainable strategies. This short-sightedness hinders long-term planning and development and creates a reactive rather than proactive mindset.

Conclusion

To summarise, the difference between discipline and rigidity is crucial in the self-management of managers. While discipline is a flexible and purposeful self-regulation that promotes adaptability and innovation, rigidity leads to a rigid and inflexible mindset that can significantly impact adaptability, employee engagement, communication and long-term strategic alignment. Leaders who see themselves as disciplined but are actually rigid risk undermining the effectiveness and growth of their organisation.