ADMS 2511 Chapter Notes - Chapter 4: Silent Treatment, Peter Principle
30 Apr 2018
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ADMS 2511 Chapter 4 Notes – Summary
Introduction
Does’t leadership coe aturally?
• A reet study of 700 eployees reealed that ay eliee their superisors do’t gie
redit he it’s due, gossip aout the ehid their aks, ad do’t keep their ord.
• The situatio is so ad that for ay eployees, the study’s lead author says, They
do’t leae their opay, they leae their oss.
• Key findings of the study
• 39 percent said their supervisor failed to keep promises.
• Percent said their supervisor failed to give credit when due.
• Peret said their superisor gae the the silet treatet i the past year.
• Percent said their supervisor made negative comments about them to other employees
or managers.
• Percent said their supervisor invaded their privacy.
• 23 percent said their supervisor blames others to cover up mistakes or minimize
embarrassment.
• Why do companies promote such people into leadership positions?
• One reason may be the Peter Principle.
• When people are promoted into one job (say, as a supervisor or coach) based on how
well they did another (say, salesperson or player), that assumes that the skills of one
role are the same as the other.
• The only time such people stop being promoted is when they reach their level of
incompetence.
• Judging from the results of this study, that level of leadership incompetence is reached
all too often.
• A recent study found that lack of respect for a leader by employees—for instance, when
employees feel that the leader is not the best person for the job—has a significant
impact on whether employees will follow that leader.
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