Managers Part VI - Referent Power (Character-Based Influence)

The final source of influence that we will look at is referent, or character-based, power, the power or influence that derives from "personal characteristics that people value or admire". This can easily be confused with rewards-based influence, since both character-based and rewards-based managers are generally viewed as "good" managers by non-managers. To be sure, there is some overlap, character-based managers can and do use rewards and even punishment as part of their approach to management. But the difference is that while a rewards and/or punishment-based manager uses rewards and punishment in order to get people to do what they want them to do, a character-based manager uses rewards to recognize positive behavior and punishment, not as a threat, but as a response to breaking established guidelines. There can even be some overlap with the concept of expert authority - a character-based manager is often respected in part because she knows what she is talking about!

So what are some of the characteristics or values that employees respect in a manager? One major way that a manager gains the respect of his employees is by "having their back. Most managers have bosses themselves, often at the corporate or "home office" level. In most businesses there are also customers. Managers stand in between the customers, who can be extremely demanding and often view the people that they do business with as servants; and upper management, who generally are focused on bottom-line profits. The fastest way for a manager to lose the respect of her employees is to stand idly by while a customer or a member of upper management treats an employee badly. Several years ago I worked for a man who in many ways was very difficult to work for. He was abrasive and a micromanager. But when push came to shove, he would stand by me if I was in trouble. In one memorable incident I had been unfairly accused of making a racist comment by a member of our loss prevention team. The company's vice president was in the process of chastising me for it when my boss intervened, making it clear that what I was being accused of was wrong and berating the vice president until he backed off and aplogized. There were numerous other examples, but despite any other rough spots in this manager's approach, I viewed him as one of the best managers that I had ever worked for due to the way that he always supported me.

Another characteristic that employees value is being treated with respect by their manager. A quick way to lose the respect of employees is to treat them as if they are children, or stupid. A good manager in this context will explain to employees why they are doing things, and bring them into the decision-making loop. When this is the standard, employees will often be more understanding in the rare instances when a manager asks them to do something quickly without explanation.

Does the manager make an effort to teach and coach? To mentor employees and give them opportunities to grow? While many employees may not articulate this, a manager who is always thinking how to advance the careers of his subordinates will be one who is respected and considered a "good" manager. Many "bad" managers will think only of the immediate needs of the company - if we promote this person, who will fry the chicken? Who will cover this sales territory? Who will fix the vital piece of equipment? A character-based manager will realize that taking care of the employee and her needs will in the long run serve the company better than focusing on the immediate.

Part of being a manager is representing the company and implementing company policies, even unpopular policies. A punishment-based manager will threaten his employees into compliance; a rewards-based manager will bribe his employees; a character-based manager will explain the pros and cons and convince his employees.