Published by:
Harvard Business Publishing
Length: 5 pages
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Abstract
When workers withdraw commitment to their jobs or allow resentments toward bosses, subordinates, and others to grow and fester, it isn''t because bosses are power hungry or subordinates naturally rebellious. Conflict and misunderstanding usually arise because of power differences. Many managers can''t see how their behavior toward subordinates and superiors alike is distorted by hierarchical differences. Because they are masters and servants of power, one might expect that they could transfer their experience from one role to the other. In reality, few managers link their experience as superiors and subordinates or change their behavior in response.
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Abstract
When workers withdraw commitment to their jobs or allow resentments toward bosses, subordinates, and others to grow and fester, it isn''t because bosses are power hungry or subordinates naturally rebellious. Conflict and misunderstanding usually arise because of power differences. Many managers can''t see how their behavior toward subordinates and superiors alike is distorted by hierarchical differences. Because they are masters and servants of power, one might expect that they could transfer their experience from one role to the other. In reality, few managers link their experience as superiors and subordinates or change their behavior in response.