My Follower: Friend or Foe?
My Follower: Friend or Foe?
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My Follower: Friend or Foe?
Posted: Sep 01, 2008 |Comments: 0 | Views: 273 |
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My Follower: Friend or Foe?
Former U.N. Secretary General, Kofi Annan once said, “Knowledge is power.Information is liberating. Education is the premise of progress, in everysociety, in every family.”[1] So why do so many leaders withhold informationfrom their followers? Is it to keep power? Is it to prevent liberation? Is itto stifle progress? Do they believe they are ‘protecting’ their followers? Thisarticle discusses the topic of information asymmetry as it relates to theleader/follower relationship. It also discusses the byproducts and impact thatinformation asymmetry has on organizational development and success. By readingthis article and understanding the impact of information asymmetry, leaderswill be able to assess their approach to information sharing in theirleader/follower relationships and guard against some of the most destructiveorganizational pathogens. In order to move towards this understanding, we mustfirst understand the basics and roots of information asymmetry.
Information Asymmetry Defined
As a concept, information asymmetry is most often described as an economicterm, investing phenomenon, or contractual negotiation situation. The term isused to describe the different quantities and quality of information thatparties engaged in a similar pursuit, possesses. There has been some work todescribe information asymmetry as it relates to organizations andleader/follower relationships. However, in these cases, the follower isdescribed as having the greatest information over individual work products[2].These concepts can more broadly be classified as Organizational Economics.Organizational Economics is the intersection between agency theory andtransaction cost economics[3]. In general, these concepts postulate thatindividuals are self-serving and aim to maximize their personal agenda whileminimizing output[4]. The ‘agent’ (follower), as derived from agency theory, ischaracterized in a light that assumes these characteristics. The overallsituation mirrors the classical Theory X view of human behavior advocated byDouglas McGregor, which states that man is inherently lazy andself-serving[5].
Dealing with Theory X
The Theory X approach to human behavior is limited and inaccurate at best.Several individuals in history clearly and wholly transcend Theory X’s beliefin the selfish and self-serving nature of man. Consider figures like MotherTheresa, Martin Luther King, Jr., and all of Jesus’ disciples who died horrificdeaths for a higher cause. These men and women lived for causes that did notnecessarily meet their earthly ‘best interest’. In economic terms, theiractivities represent the highest and most irrational forms of behavior.Rationality, interestingly enough, is the cornerstone of most economictheories, to include Organizational Economics.
It is clear that Theory X is at best, a situational representation of humanbehavior. Theory X may describe the carnality of man’s basic needs forsurvival. However, it does not account for the spiritual or intellectualcapabilities of man, which is what truly sets us apart from the other species.These are the transcendent characteristics that make man unpredictable. WithTheory X being removed from the equation, we are left with the fact thatinformation asymmetry can exist at two levels – the leader with informationbeyond the follower at the strategic level and the follower beyond the leaderat the tactical level. In short, the Organizational Economic standoff betweencompeting desires.
Balancing the Economic Factors
Concluding these concepts returns us to the concept that information andknowledge is power. So, in the information standoff between leaders andfollowers, who yields first? Which party should cede the ‘economic advantages’of information asymmetry and become vulnerable? This type of scenario is oftenapproached as a ‘zero-sum game’ in game theory terms. A zero-sum game meansthat one person must lose and another must win[6]. This is how many leaders andfollowers approach information. It isn’t so much to leverage the advantage, asposited in Theory X, but to protect the status quo within the game. Neitherparty wants to be taken advantage of.
The type of scenario actually at play is, in game theory terms, a‘Prisoner’s Dilemma’. In a Prisoner’s Dilemma, acting in a manner of strictpersonal interest yields an inferior result to acting in cooperation with anadversary[7]. The information hoarding and ensuing standoff creates a situationof mutually diminished results and capabilities. Even if each player is onlyattempting to protect the status quo, the mutual results are less than acooperative effort. Because each party is fearful of relinquishing control,stagnation and fear creep in and stifle progress and optimization.
Consider the fact that the world superpowers found themselves in just such asituation during the late 1950’s. The world was on the brink of nuclearholocaust with the major super powers prepared to execute a strategic plan ofM.A.D. (Mutually Assured Destruction). Neither power was necessarily seekingstrict advantage, but instead some level of preservation. However, PresidentDwight D. Eisenhower in his 1953 “Atoms for Peace” speech set the stage for theNuclear Non-Proliferation Treaty (NPT) – the treaty to seek mutual gain bymutual reduction of nuclear weapons[8]. Through Eisenhower’s act, the worldleader, the United States, ceded the ‘advantage’ and signaled cooperation. The‘follower’, the USSR, responded and cooperated with the treaty and the worldbacked away from Mutually Assured Destruction.
What happens if we chose not to cooperate? What are the byproducts ofprolonged information asymmetry and competitive behavior? Are we, in fact,initiating our own ‘Mutually Assured Destruction’? These are all criticalaspects to the larger ‘game’ and must be addressed in order to gain anappreciation for the stakes.
The Byproducts of Information Asymmetry and Uncooperative Behavior
The long-term effect of information asymmetry in a leader/followerrelationship is mutually uncooperative behavior and paranoia. The dichotomy andpolarity of the situation can breed nothing but mutual distrust, even if it isonly small at first. Indeed, this is only one element of a larger pathology.Consider that most organizational pathologies are rooted in the abuse ofpower[9]. Referring back to our original premise as information being power, weare in fact encouraging a dangerous pathogen to take root within ourorganization – one that will eventually consume and corrupt the enterprise. Itis quite possible that such situations actually create the Theory Xrepresentation of man where it may not naturally exist; an image of manparanoid, fearful, distrustful, and ultimately self-serving as a means ofpreservation. In a leader/follower relationship there is no room fordistributive and competitive behavior. The concept erodes the very influenceneeded for a leader to succeed.
A paramount example of the corrupting factors of this paranoia, fear, anddistrust is Richard Nixon. He was consumed by paranoia and mistrust and wouldseek to gather information against enemies and friends alike[10]. His paranoiaand obsession with using information as a weapon eventually became his personaldownfall and shook the faith of the American people in its government. Asorganizational leaders we have to address our fears for relinquishing controland our discomfort with being vulnerable in order to create change andprogress.
Why Do Leaders Fear?
The main reason that we fear ceding the ‘upper hand’ or at minimum, an ‘evenhand’, is rooted in the unknown. Fear is a cognitive process derived from the‘…awareness, recognition, (and) anticipation that something undesirable mayoccur.’[11] Our fear of the unknown is what causes irrational thoughts andbehaviors[12]. This is the same reason that individuals have fears of heights,animals, insects, etc. For many of us, the feelings of fear are derived fromprevious experiences. Perhaps we have been in similar situations where we werehurt while vulnerable. We tend to carry with us all of these lessons, whetherat the conscious or subconscious level. As we consider relinquishing ourcontrol of the situation and by extension, the future outcomes, we are onceagain faced with this vulnerability.
As you consider your own reasons for maintaining the status quo, askyourself, ‘what are my vulnerabilities?’. Be bold in assessing the thoughts andmotivations that are holding you and your follower(s) stagnate. Also, addressyour fears. Seek to understand why you are fearful of letting go of fullcontrol in the situation. By addressing these issues in the context of thissituation, you will begin to understand what is binding you to theuncooperative track in the ‘Prisoner’s Dilemma’ scenario. A critical tool inthis analysis is prayer. Seek guidance and truth beyond your intellect anddelve into the deeper truths. Here you will find greater answers to your fearsand the strength to overcome them.
What We Can Do Going Forward
It is clear first and foremost; we must relinquish our fear of the unknown.As leaders, we have to be comfortable with the concept of letting go ofabsolute control in order to create a climate of change and cooperation. Byceding the power in the information that we have, we can be a preventativemeasure to the Theory X incarnation within our followers. Furthermore, we canmove to a more transformative mode of leadership.
To accomplish these things, we need to approach the situation of informationasymmetry as an integrative negotiation. Simply stated, we need to focus on thecommonalities in our pursuits[13]. By focusing on our mutual goals, we cancreate inroads to collaboration and transformative leadership. Exchangeinformation with your follower – be the first to reach out in this way[14]. Letyour follower know the real information about what is going on within theorganization, not just the glossy media pieces – be authentic! Finally, seek‘win-win’ outcomes to information sharing[15] [16]. By showing that you areinterested in your follower’s needs, you can establish a mutually beneficialpartnership instead of an information stand-off. This will help ensure that theorganizational pathogens of distrust and fear do not take root. In the end, youwill be able to le
[1] http://www.un.org/News/Press/docs/1997/19970623.sgsm6268.html. Retrievedon August 9, 2008.
[2] Park, T.H. (1989). The Positive Analysis of Hierarchical Behavior andDecisions in Organizations. Retrieved on August 9, 2008, from ProQuestDatabase.
[3] Donaldson, L. (1990). The Etherealhand: Organizational Economics andManagement Theory. Academy of Management Review (Vol 15, No. 3). Retrieved onAugust 10, 2008, from JSTOR database.
[4] Donaldson, L. (1990). The Etherealhand: Organizational Economics andManagement Theory. Academy of Management Review (Vol 15, No. 3). Retrieved onAugust 10, 2008, from JSTOR database.
[5] Schein, E. (1994). Organizational Psychology, 3rd Ed. Upper SaddleRiver, NJ: Prentice Hall.
[6] Ward, D. The Program Manager’s Dilemma: Trust, Cooperation, andCompetition in the Acquisition Community. Defense AT&L, May-June 2004.Retrieved on August 11, 2008, fromhttp://www.dau.mil/pubs/dam/05_06_2004/war-mj04.pdf.
[7] Ward, D. The Program Manager’s Dilemma: Trust, Cooperation, andCompetition in the Acquisition Community. Defense AT&L, May-June 2004.Retrieved on August 11, 2008, fromhttp://www.dau.mil/pubs/dam/05_06_2004/war-mj04.pdf.
[8] Schultz, G.P., Perry, W.J., Kissinger, H.A., Nunn, S. (2007). A WorldFree of Nuclear Weapons. Wall Street Journal, January 4, 2007, p. A15.Retrieved on August 11, 2008, fromhttp://media.hoover.org/documents/0817948429_3.pdf.
[9] Scott, W.R. (2003). Organizations: Rational, Natural, and Open Systems,5th Ed. Upper Saddle River, NJ: Pearson Education.
[10] McIntosh, G.L., and Rima, S.D. (1997). Overcoming the Dark Side ofLeadership: The Paradox of Personal Dysfunction. Grand Rapids, MI: BakerBooks.
[11] Beck, A.T. (1979). Cognitive Therapy: And The Emotional Disorders. NewYork: Penguin Books.
[12] Beck, A.T. (1979). Cognitive Therapy: And The Emotional Disorders. NewYork: Penguin Books.
[13] Lewicki, R.J., Saunders, D.M., Barry, B., and Minton, J.W. (2004).Essentials of Negotiation, 3rd Ed. New York: McGraw-Hill.
[14] Lewicki, R.J., Saunders, D.M., Barry, B., and Minton, J.W. (2004).Essentials of Negotiation, 3rd Ed. New York: McGraw-Hill.
[15] Silberman, M., and Hansburg, F. (2000). People Smart: Developing YourInterpersonal Intelligence. San Francisco: Berrett-Koehler Publishers.
[16] Lewicki, R.J., Saunders, D.M., Barry, B., and Minton, J.W. (2004).Essentials of Negotiation, 3rd Ed. New York: McGraw-Hill.
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D. Shawn Hussey - About theAuthor:
D. Shawn Hussey is a doctoral student at Regent University’s School ofGlobal Leadership & Entrepreneurship. He is the president and principalconsultant for Valley Management Consulting, LLC in Salem, OR. His researchinterests include strategic leadership, generational leadership, andorganizational sustainability and development. He may be contacted atwww.valleymanagementconsulting.com. E-mail:shawn.hussey@valleymanagementconsulting.com
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Iam unhappy married woman and now in love with my best friend of five years andalso married. He enterrupts me everytime when talking about my fears and doesntwant to end the affair Howmany leadership theories are there ? Howmany fear games are there ?
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Article Tags: leadership, leader, follower, information asymmetry, game theory, theory x, fear,leader fear, transformative, friend or foe, friend, foe,information
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D. Shawn Hussey is a doctoral student at Regent University?s School ofGlobal Leadership & Entrepreneurship. He is the president and principalconsultant for Valley Management Consulting, LLC in Salem, OR. His researchinterests include strategic leadership, generational leadership, andorganizational sustainability and development. He may be contacted atwww.valleymanagementconsulting.com. E-mail:shawn.hussey@valleymanagementconsulting.com