Why do managers treat people like they were their children? Holding their hand, demanding discipline, expecting performance and good behaviour.
If satisfied and if they feel generous, they might even reward the children. If not, punishment might ensue.
Some children will do anything in their power to please the parent, to obtain the desired result, and get praise. They might also get satisfaction from doing things the "right way", as passed on by the parent.
Many parenting practices used by our parents are frowned upon today in many circles. Nobody's fault, really, as most parents were thrown into parenting without any competencies or training. Just like some managers.
Sure, some parents might be inspiring role models for their children or they might provide an example the child will want to avoid at all costs.
Maybe it is all down to the children; they might turn out OK regardless of what the parents do or say. Like the teams that are successful despite, not because of their managers.
The dominant, inspiring, and controlling authority figure might have its merits in a certain context. It was probably working fine in business, circa 1924.
In the modern world, we developed resistance to autocratic leaders and we have lowered our tolerance for abuse, in the workplace at least. As a result, we either adapt or choose to rebel against any type of oppression.
This can manifest as open conflict, sabotage, undermining authority, pretending, ignoring, deception, and even fraud.
Psychological safety is needed if we are to have a trusting, collaborative relationship with both our bosses and peers. A friend to friend, adult to adult relationship in which we can have difficult conversations, disagree, and move on. It's something to wish for.
In reality, many managers prefer to hold on to the power they worked so hard to obtain and consider their duty to share their infinite wisdom with lesser mortals.
Adults often complain, mostly about teens, that they don't listen, don't show respect, and don't trust them.
Communication issues, lack of trust, and absence of respect occur at work as well.
Being aware of these issues is a must for managers. Auto-regulation of emotions is also one of those rare skills we should develop. All of us.
No wonder research points to the fact that people don't leave companies, they leave managers. Disengaged employees will feel ignored, discounted, or criticized by intrusive or distant bosses and they will perceive working environments as having either too much or too little structure.
Should bosses provide guidance, set objectives, and expectations, create a suitable environment, and then let the professionals do their thing independently?