Home > Educational Leadership, Higher Education > Managing Your Boss: Know Thyself

Managing Your Boss: Know Thyself

By Lee G. Bolman & Joan V. Gallos

In Chapter Ten we suggested that a look in the mirror is a good first step in dealing with difficult people, and the same holds for bosses, difficult or not. The plethora of books about bad bosses (see, for example, Graham Scott, 2005; Kellerman, 2004; Kets de Vries, 2003) tells you something: lots of people have worked for one?or thought they did. But it’s critical to know how much is you and how much is the boss. If your relationship with your boss is rocky, what’s your contribution to the strife? If you want more influence in negotiating with your boss, what can you do to increase your credibility? If you feel overwhelmed by a continuous stream of demands, like Jeffrey Hall, how are you responding to them? If you are frustrated by a boss who seems overwhelmed and reluctant to use the power of position, how do you react to the leadership vacuum? The answers to such questions are at the heart of an honest diagnosis of your situation.

A relationship with a boss carries a special twist because power differences are a central feature of the relationship (Carlone & Hill, 2008). Your boss almost always has more power than you, up to the ultimate sanction of firing you. Tenure, if you have it, may offer job security as a faculty member, but does not ensure your right to continue to enjoy the resources and rewards of administrative work.

Continued at: http://cgi.stanford.edu/~dept-ctl/cgi-bin/tomprof/postings.php

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  1. October 13, 2011 at 6:27 pm

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