Question

In management, fairness is a virtue. Numerous academic studies have shown that the most effective leaders are generally those who give employees a voice, treat them with dignity, and base decisions on accurate and complete information.

But there’s a hidden cost to this behavior. We’ve found that although fair managers earn respect, they’re seen as less powerful than other managers — less in control of resources, less able to reward and punish — and they may only have a slim chance of attaining certain key leadership roles.

Our research, which included lab studies and responses from hundreds of corporate decision makers and employees, began with the age-old question “Should leaders be loved or feared?” We went a step further, asking, “Can you have respect and power?” We found that it’s hard to gain both.

Consider Hank McKinnell and Karen Katen, two rising stars at Pfizer during the 1990s. McKinnell, who’d served as CFO and run the company’s overseas businesses, was known for his firm negotiating style and no-nonsense, occasionally harsh manner. Katen’s performance had also won her numerous promotions, and she headed Pfizer’s primary operating unit. She treated subordinates and colleagues with respect and was respected in turn

In 2001, when it came time for a new CEO, the two were among the top candidates. McKinnell was chosen. One analyst told Bloomberg, “Hank is the right guy for the job. He’s got a toughness about him.”

We heard this attitude expressed in a range of industries. Decisions about high-level promotions most often center on perceptions of power, not of fairness.

The same bias(傾向) was exhibited by students in a laboratory setting. Each witnessed a “manager” telling an employee about a compensation decision. Manager A communicated the decision rudely, Manager B with respect. The students were then assigned to work in a group led by the manager they’d observed; afterward they rated their leader’s power. Rude Manager A consistently scored higher than respectful Manager B — even though there was no difference in how they’d treated the participants themselves. Simply having witnessed the rude and respectful behavior was enough to create the bias.

We’ve long wondered why managers don’t always behave fairly, because doing so would clearly benefit their organizations. Studies show that the success of change initiatives depends largely on fair implementation. Our research suggests an answer. Managers see respect and power as two mutually exclusive (排他的) avenues, and many choose the latter.

57. It can be inferred from the text that Hank McKinnell _________.

A. overvalued power in management

B. stressed respect most in daily work

C. was fair and mild in management

D. could be very strict with his employees

58. What was exhibited by students in the laboratory setting?

A. Manager A had respectful behavior but got a lower score.

B. Manager B behaved respectfully and got a higher score.

C. Manager A had rude behavior but got a higher score.

D. Manager B behaved rudely and got a lower score.

59. Which of the following is TRUE according to the text?

A. Managers whose style is based on respect can’t gain power.

B. Companies can’t benefit from placing more value on fairness.

C. Powerful leaders are more likely to get promoted than respectful leaders.

D. Everyone sees respect and power as two mutually exclusive avenues.

60. Which could be the best title for the text?

A. How CEOs Stay Focused                                 B. What High-ambition Leaders Are

C. When Fair Bosses Get Ahead                                   D. Why Fair Bosses Fall Behind

Answer 1

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