Faithless
02-10-2004, 09:22 PM
New book sheds light on what kind of boss you may be (http://www.sltrib.com/2004/Feb/02092004/business/137108.asp)
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The manager who behaves in a Q1 manner is hostile and dominant. He talks, you listen. Q1 is driven by a need to control and prop up his self-esteem. He has a low regard for employees and assumes that their work must be watched. He keeps plum assignments for himself. If he delegates at all, he is apt to assign tasks below a person's ability. Decisions are his alone and he motivates by fear and threats. Employees tend to burn out or quit.
Q2 is hostile and submissive. Wary and apathetic, she keeps her distance. While Q1 cracks the whip, the cautious Q2 is more concerned with protecting the status quo than productivity. While Q1 browbeats, Q2 lets people do what they want, not out of any great respect for them but from a desire not to confront. She doesn't stop people from working on time-wasting tasks (called "black holes"). She doesn't enlist, doesn't explain and consequently engenders little passion in employees.
Q3 is warm and submissive. He wants to be liked. Pleasing people is more important than challenging them. Thus his goals are broad, easily reached and can always be revised to accommodate people. It is difficult to have a candid conversation with a Q3 because he only wants to talk about what is pleasant. Conflict -- what conflict? Q3 engenders little passion or productivity.
Q4 is warm and dominant. Like Q1, she is active and decisive, but her concern for people compels her to challenge them and set high standards. She seeks autonomy for her employees and their growth. The goal-oriented Q4 wants to boost productivity and does so by drawing on the team's intellectual capital.
I think my boss is a Q4, but I won't press my luck.
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The manager who behaves in a Q1 manner is hostile and dominant. He talks, you listen. Q1 is driven by a need to control and prop up his self-esteem. He has a low regard for employees and assumes that their work must be watched. He keeps plum assignments for himself. If he delegates at all, he is apt to assign tasks below a person's ability. Decisions are his alone and he motivates by fear and threats. Employees tend to burn out or quit.
Q2 is hostile and submissive. Wary and apathetic, she keeps her distance. While Q1 cracks the whip, the cautious Q2 is more concerned with protecting the status quo than productivity. While Q1 browbeats, Q2 lets people do what they want, not out of any great respect for them but from a desire not to confront. She doesn't stop people from working on time-wasting tasks (called "black holes"). She doesn't enlist, doesn't explain and consequently engenders little passion in employees.
Q3 is warm and submissive. He wants to be liked. Pleasing people is more important than challenging them. Thus his goals are broad, easily reached and can always be revised to accommodate people. It is difficult to have a candid conversation with a Q3 because he only wants to talk about what is pleasant. Conflict -- what conflict? Q3 engenders little passion or productivity.
Q4 is warm and dominant. Like Q1, she is active and decisive, but her concern for people compels her to challenge them and set high standards. She seeks autonomy for her employees and their growth. The goal-oriented Q4 wants to boost productivity and does so by drawing on the team's intellectual capital.
I think my boss is a Q4, but I won't press my luck.