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“Traditionally, bosses are admonished that they should not be friendly with workers. Where threats and punishment are the main way to ‘motivate,’ this is easy advice to follow. Those who give this advice believe in punishment and know that it is hard to punish a friend. They also fear that the weaker friend may try to take advantage of the friendship, and the power of the boss will be compromised” (Glasser, p 127).
Empowering the workers is not as easy as it would seem because workers, especially workers who have been boss-managed, are leery of power. They recognize that with it comes increased responsibility. As long as they accept that the manager has all the power, the workers can blame the manager when things go wrong, and they usually do. When the workers have power, they have to work harder or more carefully because no they, along with the manager , are responsible for what is produced” (Glasser, p 127).
When lead-managers offer workers more power by stopping punishment, talking over problems, and listening to their solutions, many workers may think at first that they are being manipulated to get them to work harder. But lead-managers use more pay, more personal attention, and more say in what goes on in the workplace as tangible means to convince workers that what they are doing is for their own benefit” (Glasser, p128)
Everyone shares in the success, cooperation increases, power struggles end, and the whole issue of power melts away. Lead-managers are much different from boss-managers in that they recognize that the manager’s main concern should be quality, not power” (Glasser, p 128).
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