They may have bosses above them, so they have less freedom to break rules in the pursuit of lofty goals. Leaders, on the other hand, often operate fairly independently.
That allows them to tolerate a greater amount of chaos, so long as they believe it will be worth it in the end. However, the leader's devotion to innovation can sometimes come at a cost. Chaos and high-pressure work environments can create interpersonal issues.
When such issues arise, a manager is more likely to see it as their duty to smooth over problems between employees. Leaders can sometimes be so singularly focused on achieving lofty goals that they let interpersonal issues and employee welfare fall to the wayside.
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Nothing is more destructive of morale in any group situation than a phony democracy of the kind one finds in some families. Parents who announce that the children are going to participate share-and-share-alike in all decisions soon find that they cannot, in fact, let them, and when the program fails, the children are especially thwarted.
They come to perceive each of the necessarily frequent decisions that are not made by vote or consultation as arbitrary. They develop a strong sense of injustice and rebellion. In industry the same conditions hold. It is no good to pretend that certain decisions can be made by subordinates if in fact they cannot.
To make dependency tolerable, the lines must be clearly drawn between those decisions that are the prerogative of the superior and those that can be made by or in consultation with the subordinate. Once those lines have been drawn, it is essential not to transgress them any more often than is absolutely necessary.
Ideally, the subordinate should have an area within which he is free to operate without anyone looking over his shoulder. The superior should clarify the goals and perhaps suggest alternative ways of achieving them, but the subordinate should feel free to make the necessary choices. If the worker knows that the boss likes plan A, he is not going to try plan B and risk his job if it fails.
But that makes him an automaton who can bring no additional intelligence to the organization nor free his superiors from any decisions. He earns the respect of no one—not even the boss who helped make him that way. The successful leader knows that many workers have been brought up to consider their employers as their natural enemies.
No decision is worth the name unless it involves the balancing of risks and returns. If it were a sure thing, we would not need a man to use his judgment about it. Mistakes are inevitable. What we must expect of employees is that they learn from their mistakes, not that they never make them. This concept of long-run growth is a vital part of continuing leadership. Each man must be permitted to know that his role in the group is subject to development and that its development is limited only by his contributions.
Especially, he must see the leader as the man most interested in and helpful toward his growth. It is not enough to have interested personnel officers or other staff people who play no role in policy making. Despite all the assistance they can render in technical ways, they can never take the place of an interest on the part of the responsible executive.
At just this point, one often finds misconceptions. No sensible person wishes to make of the executive a substitute for father or psychiatrist or even director of personnel. His interest can and should be entirely impersonal and unsentimental. He might put it to the employee somewhat as follows:. Anyone in your post would get the same treatment. But as long as you work for me, I am going to see that you get every opportunity to use your last ounce of potential.
Your growth and satisfaction are a part of my job. The faster you develop into a top contributor to this company, the better I will like it. If you see a better way to do your job, do it that way; if something is holding you back, come and see me about it. If you are right, you will get all the help I can give you plus the recognition you deserve.
No genuine growth of an employee will occur without some teaching. The superior must from time to time take cognizance of the successes and failures and make sure that the subordinate sees them and their consequences as he does.
And at this point of assessment a gravely difficult aspect of leadership arises. How can criticism be impersonal and still effective? How can a decision or a method be criticized without the worker feeling that he is personally being demeaned? The importance of adequate communication at this point is twofold. It is all too easy for a leader to produce antagonism and defensiveness by dealing impersonally with a problem and forgetting the human emotions and motives that are involved in it.
Interestingly enough, such failures seem to happen more often in office situations than anywhere else, and we might well wonder if we have not tended to insulate behavior in management from behavior outside—in the home, for instance. We do not assume that an order or a memorandum is the best way of making our wishes acceptable at home. Most reasonably bright people learn early in life how to get others to cooperate.
It is second nature to create a personal and emotional setting that is right for the particular person e. More than that, we are likely to know which aspects of, say, a vacation plan to stress to make it seem attractive to the wife who wants to be waited on, the son who wants to fish, or the daughter who wants adolescent companions.
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