Although hugely popular and very much in vogue in both American or European management literature, the term “Alpha Male” is virtually un-known here in Mauritius. Originally, the concept is said to have emanated from the study of the social behaviour of gorillas by anthropologists who observed repeatedly the fact that whenever a certain gorilla finds itself in a group, it would automatically adopt a dominant role. It would dictate to and control the pack and others would submit to its leadership.

Over the years, the concept has been extended, as is so often the case, to the world of management. It is estimated that Alpha Males represent no less than 70% of all senior executives in the US and authors like Richard Conniff argue that male executives climbing to the top of corporate ladders exhibit the same behaviours to those displayed by the dominant gorilla. “These people all dominate others with shouting, tyrannizing people and by their sheer physical presence,” writes Conniff “and that’s exactly what an alpha male does among gorillas”. He cites examples such as Microsoft CEO Steve Ballmer who recently leapt around a podium, cheering and screaming to galvanise his audience – or those of Bill Gates and Ted Turner who have lavished mammoth charitable gifts upon others to boost their stature. Or that of Jack Welch, former General Electric CEO, who insisted that the company should provide him with an apartment for his retirement complete with chefs and toilet paper!

<B>Characteristics</B>

Well, how do you know whether you are an Alpha Male or not? According to authors Kate Ludeman and Eddie Erlandson, if you are an Alpha Male, you invariably display the following strengths and weaknesses: Self-confident and opinionated. You are found sitting at the very top of your company, comfortable with taking responsibility and making tough decisions. You have no difficulty in acting assertively, decisively and with good intuition. Weaknesses: You tend to be close-minded, domineering and intimidating. Furthermore, you tend to make snap judgements about people and once you make these judgements, you tend to hold on to them tenaciously.

Highly intelligent. You have no difficulty in analysing complex matters easily, seeing beyond the obvious and taking creative leaps. Weaknesses: You tend to dismiss or demean colleagues who don’t agree with your conclusions.

Action-oriented. You focus on results and delivery. You want things done now and done properly. Your direct communication style can move people into action. Weaknesses: You tend to be over-impatient, prone to frequent outbursts of temper. When others resent your temper, you invariably think that, as the top man, you are entitled to these outbursts. In so doing, you create a culture of fear.

High performance expectations. You set and achieve high goals and you have high expectations of others’ performance – you are driven. Weaknesses: Others around you believe that you are never satisfied and do not appreciate their efforts. They often end up losing all motivation.

Highly disciplined. You are highly productive. You have no difficulty in finding both the time and energy to deliver a high level of work. Weaknesses: You have unreasonable expectations about both yourself and others. You often miss signs of your own burnout and that of others until it’s too late.

Unemotional. You can act in a cool and calculated manner, taking difficult decisions most calmly. Weaknesses: Because you believe that paying attention to the feelings of others detracts from getting the job done, you have difficulties in connecting with others and inspiring your team. Essentially, you are what Goleman and others call “emotionally unintelligent” – you are seldom aware of the impact that you’re having on others and have great difficulty in accepting their feedback. More importantly, you engage in little or no self-reflection and are therefore resistant to change.

OK – so you believe you are like 70% of the senior executives in the US, an Alpha Male. What do you do next? If you decide you’d like to change, there is only one way forward: you need to become more aware of yourself, more open to feedback from others and more comfortable with public challenge. Be warned: this is a life-long process, one that demands much self-observation and self-reflection.

<B>Prof E. Charoux

[email protected]</B>