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Chapter 21. Organizational Impact of Rig... > How Rigid Managers Can Rise in Organ...

How Rigid Managers Can Rise in Organizations

Rigid individuals are often able to rise within organizations despite their serious limitations. Sometimes, their strengths enable them to perform adequately in one assignment, and their superiors fail to appreciate their inability to meet the needs of a new position.

In many situations, compulsive behavior is rewarded. For example, strict adherence to safety protocols is generally valued, or at least valuable. Meticulous behavior in developing presentations, putting on conferences, and accounting for cash flows and resources is generally a positive. The willingness of compulsive individuals to work long hours, eschewing personal pleasures and family time, is lauded. The respect for authority of the authoritarian individual also wins praise. Superiors often fail, however, to realize the flip side of their rigid traits: their inability to support, grow, and motivate people; their inability to learn new and more efficient ways of working; their lack of creativity. As a result, the Peter Principle is frequently in effect as people rise until they reach a position in which they perform poorly and then stay there.


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