Unless an employee is altruistic and has reached a fair level of self-actualization, I am sure he\/ she would like to see her career grow in terms of responsibility, authority and finances.<\/p>\n\n\n\n
While in some disciplines, organizations can make do with individual contributors, the business requirement is largely skewed to teams and teamwork. Teams would require a manager\/ leader. One of the responsibilities of the manager would be to equip their team members\/ subordinates with skills & knowledge which lets them mature and enable them to grow higher within the hierarchy.<\/p>\n\n\n\n
Unfortunately, many managers\/ leaders tend to be threatened by such subordinates for a variety of reasons.<\/p>\n\n\n\n
a) Insecurity of the idea of giving someone a chance to take their place<\/p>\n\n\n\n
Some bosses are suspicious of their subordinates of someone taking their place. What if their failings are found out? What if the subordinates are better?<\/p>\n\n\n\n
b) Protective & selfish of what he knows<\/p>\n\n\n\n
Ownership is good when people nurture others, but can be extremely detrimental when others are ruled out. These kinds of managers like to do things themselves and believe that only they can do it best. That\u2019s good unless it becomes short-sighted.<\/p>\n\n\n\n
They also create processes and systems which may be difficult for others to follow.<\/p>\n\n\n\n
c) The boss thinks that the subordinates are not good enough<\/p>\n\n\n\n
Subordinates are smaller in terms of seniority (quite obviously) and typically will have lesser understanding\/knowledge. It is for the manager to groom talent. It is unlikely that subordinates will have all the necessary skill sets when they walk in.<\/p>\n\n\n\n
d) Do not like to share the spotlight<\/p>\n\n\n\n
Many individuals do not like to share their arguable popularity. If they have got ‘it’ they do not feel the need to share it. Glory can be a big ego-booster and letting go is a problem for many.<\/p>\n\n\n\n
e) The perception that the subordinates are smarter and may grow faster than the boss<\/p>\n\n\n\n
While this can be true, it is not a necessity. The smarter person will always win and if the subordinate is smarter than the boss then the subordinate needs to be a notch higher. However, insecurities are more the reason than the actual smartness quotient!<\/p>\n\n\n\n
Implications<\/p>\n\n\n\n
For any organization to grow it is necessary to have a pipeline of managers\/ leaders. It is an ongoing process and cannot be held back. Any blocks to this pipeline will choke the system. <\/p>\n","protected":false},"excerpt":{"rendered":"
Many managers\/ leaders tend to be threatened by such subordinates for a variety of reasons.<\/p>\n","protected":false},"author":1,"featured_media":1225,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[7],"tags":[88,89,20,91],"class_list":["post-1223","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business","tag-boss","tag-growth","tag-human-resources","tag-subordinates"],"yoast_head":"\n