Can a Manager Be Both Good and Bad Depending on Their Treatment of Employees?

Today, management in any organizational context is a complex interplay of personality, experience, and interpersonal skills. The concept that a single individual can embody both commendable and questionable traits depending on their treatment of employees is a fascinating one. I have witnessed firsthand the polarizing nature of managerial styles within my current organization. My current manager, for example, clearly favors certain employees, allowing them to get away with nearly anything. This subtle bias can create an uneven work environment and affect morale.

Unbalanced Favoritism in Management

The situation with my manager is a stark example of how favoritism can distort the workplace dynamic. Those with favored status can operate with impunity, while others may feel overlooked or undervalued. This can lead to a sense of injustice among employees and can negatively impact productivity and team cohesion. Balancing favoritism and ensuring a fair distribution of resources and opportunities is crucial for maintaining a healthy work environment.

Positive Aspects of Micro-Management

On the flip side, micro-management can serve a purpose when it comes to less experienced employees. For interns and junior developers, continuous feedback and detailed oversight can be highly beneficial. This approach helps in ensuring that new employees are on the right path and can correct mistakes early on. For instance, a micro-manager might be necessary for interns who need regular guidance to avoid common pitfalls. This hands-on approach can instill confidence and reduce anxiety for young professionals who are still learning the ropes.

Negative Impacts on Senior Engineers

However, the same micro-management style can become a hindrance for senior engineers and principled developers. These seasoned professionals thrive on independence and the freedom to make decisions that align with their expertise. Constant scrutiny and intervention from a micro-manager can stifle their creativity and make them feel micromanaged. Senior engineers value trust and the ability to manage their projects effectively. Frequent interruptions and questioning of their choices can demotivate them and lead to a decline in productivity. This is where the talent of a senior manager comes into play. They need to have a delicate balance of being supportive without being overbearing.

Senior Manager Approach to Senior Engineers

A senior manager who is adept at handling senior engineers might adopt a hands-off approach, allowing these professionals to focus on their tasks without excessive interference. This approach fosters a sense of professional autonomy and respect, which is vital for maintaining high levels of productivity and job satisfaction. Nonetheless, such a manager should still be approachable and available for consultation and support when needed.

Balancing Care for Interns and Juniors

It is also worth noting that a manager who excels with senior engineers might not be the best fit for interns and junior developers who require more guidance. While a hands-off approach can work well for seasoned professionals, it can leave interns and new hires feeling insecure or lost. A balance is essential here. A manager needs to understand that different employees at different levels require different management styles. For interns and junior developers, a balance of guidance and hands-on involvement is crucial to ensure their growth and development.

Ultimately, the success of a manager in an organization depends on their ability to adapt their style to the needs of the employees they manage. It requires a deep understanding of each team member's personality, experience, and role within the organization. Flexibility and empathy are key traits that can help a manager navigate these challenges effectively and maintain a high-performing team.

Keywords: Manager, Employee treatment, Senior engineer, Micro-management, Leadership style