Is it better to be loved or feared? In the workplace, that question is relevant when determining how the staff will function under its leader.
Workplace intimidation varies with position hierarchy, work environment, and type of work. From department managers, to overall bosses, to even those just a position or two above, I think at some point in our lives we all have dealt with someone who seemed to enjoy their power a bit too much.
I have experienced multiple degrees of intimidation from different employers. From personal experience, I found that the more intimidated I was by the supervisor, the more efficiently I did work but the less I had faith in my own capabilities. In those instances, though, the job did get done.
I also know someone from my hometown who once worked at a Dunkin’ Donuts with very tight policies and an incredibly disciplinary and intimidating management— any mistake counted against them and many were fired instantly.
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That same shop now has different management, and as a very frequent customer, I have found the quality of its service has decreased significantly — I find myself waiting much longer at the drive-thru and more often than not notice ingredients or items missing from my orders.
That being said, I think some intimidation in the workplace can help depending on the type of work. No one should live in fear of being fired over every little error they make, but if staff is comfortable enough to overlook the needs of their company’s audience, they may need some type of motivation to remember why they are working.
But is intimidation in the workplace necessary? In an ideal world, everyone would care about the quality of their work and about their jobs. Although that world doesn’t quite exist everywhere, there is a certain need for structure that I think a slight sense of intimidation from a boss can help.
However, I have had employers who were not intimidating at all, but at the same time weren’t pushovers. I found they were very assertive in their communication; shortcomings were addressed, but in a more constructive manner. The staff working under such people were comfortable, but also knew their place and understood not to cross it.
Intimidation has also manifested itself with pay. Employees may find themselves receiving different incomes; this enables employers the ability to save money on certain newcomers, which can cater to biases and prejudices based on who they pay more. I have a female friend who started a position at the same time as a fellow male employee, yet she received a smaller wage.
If the starting pay of a particular position is equal, perhaps some equality and balance can be created, but that doesn’t account for pay raises during a person’s time of employment. At the same time, that line is difficult to distinguish between a person’s performance or a supervisor simply “playing favorites.” Unfortunately, that might not be avoided. Blatant discrimination can have action taken against, but when working in a job with someone on a power trip, it might be best to just stay on their good side and look for another job.
As with any aspect in life, it seems there needs to be a balance with a person’s use of power. There doesn’t need to be intimidation from a supervisor for the organization to work effectively, but there does need to be respect between each employee. The staff as a whole should focus more on what their audience needs, rather than their power structure.
Anthony Munoz can be contacted at amunoz@keene-equinox.com