EXERCISE FOR GAINING POWER
EXERCISE FOR GAINING POWER (Total time 15 minutes)
Rosabeth Kanter (1979) argues that much of what is labeled “poor management” in organizations is simply individuals protecting their diminished power bases. Instead of criticizing these managers as incompetent, she proposes we bolster their feelings of personal power. If we solve the real problem of perceived lack of power, the undesirable symptoms of poor leadership often evaporate. This point of view is consistent with the principles discussed in this chapter.
Assignment
In this exercise, you are asked to give advice to individuals who feel powerless. For each of the situations below, form groups to explore opportunities for enhancing the power base of these three individuals. Prepare to report your recommendations.
Situation 1: First-Line Supervisor
Kate Shalene has been a first-line supervisor for six months. She was proud of her new promotion, but surprised to discover she felt increasingly powerless. Instead of being a stepping stone, this position was feeling more and more like a dead end. Managers above her were about her age and the hoped-for company expansion never materialized. She was not a central part of the organization, and she felt no one ever noticed her unless she messed up.
She was expected to be supportive of her subordinates, but they never returned the favor. She was expected to absorb their flack without support from above. In general, she felt as though she was constantly “getting it from both ends.” Her job was extremely rule-bound, so she had little discretion in what she did or how she did it. She had only modest control over the pay or benefits of her subordinates, because their union agreement left very little flexibility. So she felt powerless to reward them or punish them in ways that really mattered.
As a result, she found she was more and more apt to impose rules to get subordinates to do what she wanted. She became increasingly jealous of any successes and recognition
Rosabeth Kanter (1979) argues that much of what is labeled “poor management” in organizations is simply individuals protecting their diminished power bases. Instead of criticizing these managers as incompetent, she proposes we bolster their feelings of personal power. If we solve the real problem of perceived lack of power, the undesirable symptoms of poor leadership often evaporate. This point of view is consistent with the principles discussed in this chapter.
Assignment
In this exercise, you are asked to give advice to individuals who feel powerless. For each of the situations below, form groups to explore opportunities for enhancing the power base of these three individuals. Prepare to report your recommendations.
Situation 1: First-Line Supervisor
Kate Shalene has been a first-line supervisor for six months. She was proud of her new promotion, but surprised to discover she felt increasingly powerless. Instead of being a stepping stone, this position was feeling more and more like a dead end. Managers above her were about her age and the hoped-for company expansion never materialized. She was not a central part of the organization, and she felt no one ever noticed her unless she messed up.
She was expected to be supportive of her subordinates, but they never returned the favor. She was expected to absorb their flack without support from above. In general, she felt as though she was constantly “getting it from both ends.” Her job was extremely rule-bound, so she had little discretion in what she did or how she did it. She had only modest control over the pay or benefits of her subordinates, because their union agreement left very little flexibility. So she felt powerless to reward them or punish them in ways that really mattered.
As a result, she found she was more and more apt to impose rules to get subordinates to do what she wanted. She became increasingly jealous of any successes and recognition