Desarrllo Gerencial
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Publicado: 20 de febrero de 2013
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Desarrollo gerencial
Why Fair Bosses Fall Behind
Why Fair Bosses Fall Behind
In management, fairness is a virtue. Numerous academic studies have shown that the most effectiveleaders are generally those who give employees a voice, treat them with dignity and consistency, and base decisions on accurate and complete information.
But there’s a hidden cost to this behavior.We’ve found that although fair managers earn respect, they’re seen as less powerful than other managers—less in control of resources, less able to reward and punish—and that may hurt their odds ofattaining certain key, contentious leadership roles.
When Can Fair Bosses Get Ahead?
Managers whose style is based on fairness can still gain power under the following circumstances:
• When theycultivate a reputation for ethics and morality
• When the organizational culture is highly cooperative
• When they are going for positions that are relatively uncontentious and that draw on theirmentoring and collaborative skills
Our research, which included lab studies and responses from hundreds of corporate decision makers and employees, began with the age-old question “Should leaders beloved or feared?” We went a step further, asking, “Can you have respect and power?” We found that it’s hard to gain both.
Consider Hank McKinnell and Karen Katen, two rising stars at Pfizer duringthe 1990s. McKinnell, who’d served as CFO and run the company’s overseas businesses, was known for his assertive negotiating style and no-nonsense, occasionally abrasive manner. Katen’s performancehad also won her numerous promotions, and she headed Pfizer’s primary operating unit. She treated subordinates and colleagues with respect and was respected in turn.
In 2001, when it came time for anew CEO, the two were among the top candidates. McKinnell was chosen. One analyst told Bloomberg, “[Hank] is the right guy for the job...he’s got a toughness about him.”
We heard this attitude...
Desarrollo gerencial
Why Fair Bosses Fall Behind
Why Fair Bosses Fall Behind
In management, fairness is a virtue. Numerous academic studies have shown that the most effectiveleaders are generally those who give employees a voice, treat them with dignity and consistency, and base decisions on accurate and complete information.
But there’s a hidden cost to this behavior.We’ve found that although fair managers earn respect, they’re seen as less powerful than other managers—less in control of resources, less able to reward and punish—and that may hurt their odds ofattaining certain key, contentious leadership roles.
When Can Fair Bosses Get Ahead?
Managers whose style is based on fairness can still gain power under the following circumstances:
• When theycultivate a reputation for ethics and morality
• When the organizational culture is highly cooperative
• When they are going for positions that are relatively uncontentious and that draw on theirmentoring and collaborative skills
Our research, which included lab studies and responses from hundreds of corporate decision makers and employees, began with the age-old question “Should leaders beloved or feared?” We went a step further, asking, “Can you have respect and power?” We found that it’s hard to gain both.
Consider Hank McKinnell and Karen Katen, two rising stars at Pfizer duringthe 1990s. McKinnell, who’d served as CFO and run the company’s overseas businesses, was known for his assertive negotiating style and no-nonsense, occasionally abrasive manner. Katen’s performancehad also won her numerous promotions, and she headed Pfizer’s primary operating unit. She treated subordinates and colleagues with respect and was respected in turn.
In 2001, when it came time for anew CEO, the two were among the top candidates. McKinnell was chosen. One analyst told Bloomberg, “[Hank] is the right guy for the job...he’s got a toughness about him.”
We heard this attitude...
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