C. criticize people who lack confidence and thus fail in their career
D. encourage people to build confidence and achieve success
E
In management, fairness is a virtue. Numerous academic studies have shown that the most effective leaders are generally those who give employees a voice, treat them with dignity, 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 they may only have a slim chance of attaining certain key leadership roles.
Our research, which included lab studies and responses from hundreds of corporate decision makers and employees, began with the age-old question “Should leaders be loved 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 during the 1990s. McKinnell, who’d served as CFO and run the company’s overseas businesses, was known for his firm negotiating style and no-nonsense, occasionally harsh manner. Katen’ s performance had 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
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