Many moons ago during a visit to a major tunnel project a senior executive realised that he was lost; the tour group had moved on. He saw a locomotive and asked the driver “where am I” and demanded to be taken to the surface. During the ensuing altercation the executive said, “Do you know who I am?” as he ‘pulled rank‘ and put the driver ‘in his place‘ through ‘executive’ power. The driver radioed the surface saying that a man who didn’t know who he was, or where he was, needed help!
The executive was higher up the pecking order than the driver but he had no right to break safety regulations, usurp his powers and demand ‘respect’. After this escapade the executive’s reputation went before him; there was no question as to who he was, or that he abused his power and rank, and lost respect to boot. The driver was also recognisd, not only for his quick wit, but for demonstrating leadership by doing the right thing, using his expert power, and gaining the respect of many.
Managers and leaders have power, however it is the manner in which that power is exercised, and the reaction to that power, that can either generate or destroy one of those most fragile aspects of leadership; respect.
Power
Leaders and managers get things done through others and by exercising the various ‘powers’ at their disposal. These ‘powers’ are variously described as being legitimate, informational, expert, reward, coercive, and referral. Other powers include for ‘charismatic’ and ‘moral’ but all powers are based on some form of knowledge.
“With great power comes great responsibility” is an oft quoted line from Hollywood’s ‘Spiderman’ and responsibility requires self-discipline and the exercise of self-restraint and self-control so that power is not wielded with impunity. It is how powers are exercised that makes the difference between good and bad leaders and good and bad managers. Power-holders may wish to divulge themselves of responsibility for their actions and hope for indemnity; this is far from good leadership and management and errs towards ‘Pontius Pilatism’ and avoiding the proverbial ‘buck’.
However, there is a basic difference between management and leadership linked to effectiveness and efficiency. Leaders are expected to be effective and “do the right thing” by promoting ‘power within‘ their teams. Leaders influence people by providing purpose, direction, and motivation while operating to accomplish an organisation’s objectives.
Managers are expected to be efficient; they “do things right” and oftentimes prefer ‘power-over‘ their team as it offers quick results. Leaders may do the same through improper use of power but toxicity can result and self-centred attitudes and behaviour can prevail. The resulting consequences can adversely affect almost everything except the ‘leader’s’ personal agenda.
Rank
All organisations have some form of hierarchy and people with ‘rank’ (i.e. the managers) are expected to lead as well as manage. However, the title ‘leader’ is, as often as not, not used but implied and, more often than not, merely hoped for.
Organisations need ‘good managers’ but how often are ‘managers’ promoted on the basis of their knowledge and abilities related to profitability or popularity with those with the power to promote. ‘Good managers’ may well have ‘pulled rank’ and relied on their position to influence and control their subordinates to meet the operational and tactical targets of an organisation rather than show real leadership.
However, in the immediate view of ‘profit and loss’ these managers and their corporate supporters may well lose sight of the more strategic goals and ethical growth of their organisation. “Money talks” and profit margins and earnings are essential to business sustainability. However, ‘money is [also] the root of all evil‘ and it can be a fine line between ethical behaviour, corporate profitability, and an individual’s bonus as they meet those all important individual KPIs.
Rank has its privileges and a person’s position can be easily seen on organisation charts, recognised in corporate Annual Reports and, perhaps, reverenced in inner sanctums. However, and ultimately, rank is a privilege and the holder must earn his stripes rather than rest on his laurels and believe that everybody will believe in him.
Respect
Charles de Gaulle said” I grew up to always respect authority and respect those in charge“. However, and fortunately for modern-day France, he did not respect the authority of the jack-boot or their wearers. Perhaps Charles also heard that “You don’t demand respect you earn it” and realised that those jack-booted authoritarians of the 1930’s did little to earn respect from the peoples they purported to ‘lead’.
Respect is, typically, given in the first instance because of an office or legitimate authority. But respect for an office versus that of an individual is different. People, being the implementers of authority, represent any system of authority and it is their attitude and behaviour that will win, or lose, respect.
On the same Gallic note, the French have the motto of “Liberty, Equality, Fraternity” promoting the concept of not harming others, equal eligibity to people and, perhaps above all else, moral obligations to community; this is a good basis for earning and maintaining respect as any.
Conclusion
Leaders and managers are people and have their own personalities and capabilities and can be appointed for many reasons. Leaders who focus on merely getting results at all costs despite the people they ‘command’ may well be meeting their managerial targets but in terms of a target of ‘good leadership’ they may well fall short of any ethical standards.
‘Power’ goes with any managerial or leadership position and can be wielded as one wishes. However the responsibility that goes with such power is not indemnifiable and the wielder of that power is accountable; any assumption of impunity is ethically wrong.
‘Pulling rank’ can be a major risk to that most important aspect of any relationship or any endeavour, namely respect. By demanding respect rather than earning it, any would be leader’s power base will be questionable and the loyalty of any team will be sorely challenged.
People in a position of power will, inevitably, garner respect in the first instance by nature of their rank, or even reputation within any team or organisation. However, and depending on how they use, usurp, or abuse their power, this will govern the respect that they may cultivate based upon their knowledge and skill coupled with their personality and their own, hopefully ethical, behaviour.
Bio:
UK Chartered Engineer & Chartered Geologist with over thirty-five years’ international experience in multicultural environments on large multidisciplinary infrastructure projects including rail, metro, hydro, airports, tunnels, roads and bridges. Skills include project management, contract administration & procurement, and design & construction management skills as Client, Consultant, and Contractor.