Curtailing These Bad Behaviors at Work (The Bosses – 4th installment)

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These types of interactions are more than just theoretical; they happen in offices every day. In fact, Maner’s research initially grew out of complaints from a friend about her boss’s bad behavior.
So how do organizations, which want teams to function as cohesively as possible, prevent this sort of sabotage from above?

One key is making sure that leaders’ job security is contingent upon the success of their group and ensuring those leaders know that they will be held accountable for their actions, Maner says.
“If leaders knew that their decisions were public and could have ramifications for the support they receive, I think that might undercut some of this corrupt behavior,” Maner says.
Organizations could also institutionalize lines of communication and collaboration among teams, which would make it harder for a bad boss to interfere with them, Maner suggests.

The question of how to ensure that bosses feel their power is stable is trickier, since organizations need to balance creating an environment where bosses feel secure with the ability to change leaders when the situation calls for it.

Maner suggests having periods of stability, perhaps two or three years, where bosses know their jobs are secure, interspersed with times when leadership can change if warranted, kind of like the system of having presidential elections every four years.
“What might help leaders perform at their best is knowing that they’re not going to lose their job today or tomorrow, that they can really follow through on whatever vision it is they have and if it doesn’t work out, it doesn’t work out,” he says. “But at least they’ve really had a chance to put their vision into action.

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2. “Alone I can ‘Enjoy’ but together we can celebrate
3. ‘Alone I can ‘Smile’ but together we can ‘Laugh’.

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The Bosses – 3rd installment

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“It’s surprising to me just how willing leaders are to really undermine group success in favor of their own power.

In one experiment these leaders paired the highly skilled person with a work partner who the leaders knew would not like or get along well with his skilled colleague. In another experiment they made this individual work alone in a room, even after being told that working closely with teammates would improve performance.

“It’s surprising to me just how willing leaders are to really undermine group success in favor of their own power,” Maner says. “These talented, highly skilled group members are in one of the best positions to help the group succeed. But rather than being seen as a valuable ally, they’re instead seen as a threat by leaders who are afraid of losing their power.”

Islamabad after Rain

People from other countries, after visiting Islamabad, often refer to it as ‘Islamabad The Beautiful’.
Here are some pictures taken during first week of April, 2017 that show how Islamabad looks during and after rain

Clouds in Islamabad

An Ordinary Street in Islamabad

Fatima Jinnah Park only 310 meters from my house

Centaurus Shopping Mall 500 meters from my house

Kohsar Road

Daman e KoH (ٖFoothills) – 4 Kilometers (2.5 miles) from my house

View of Islamabad from Daman e Koh

Road to Monal, A Restaurant at Top of the Hills above Daman e Koh

View of Islamabad from Monal at Night

Jinnah Sports Stadium and Rawal Lake – Four Miles from my House

Metro Bus Station near my House

A View of Margalla Hills