Managers who successfully lead their teams know that authority and respect are two distinct yet interconnected concepts. Unfortunately, in many organizations, the boundary between them becomes blurred, leading to misunderstandings and management problems. This article analyzes why managers often confuse having formal authority with earning respect, and what consequences this has for organizations, teams, and individual employees.
Distinguishing Between Authority and Respect – Theoretical Framework
To understand the problem, one must first precisely define both concepts. In academic literature, a distinction is made between two types of authority: potestas (formal power) and auctoritas (personal authority). As Prairat (2003) points out in the journal “Le Portique,” potestas is power derived from the position held, while auctoritas is influence based on personal traits and competence. Importantly, these two forms of authority do not always go hand in hand – one can have formal power without personal authority, and vice versa.
Respect, on the other hand, is a relationship based on recognizing the value of the other person. According to research presented in MIT Sloan Management Review, true respect is based on mutual appreciation, where leaders value the beliefs, contributions, and ideas of their employees, treating them fairly and kindly. It is much more than mere obedience and submission to hierarchy.
Why Do Managers Confuse Authority with Respect?
Research published in Harvard Business Review shows that managers often assume that their title will automatically facilitate the implementation of ideas, and they are surprised when this turns out not to be true. In reality, as Akerlof from MIT Sloan School of Management observes, a manager’s authority partly depends on the belief that “they know best,” which can be undermined by many factors.
According to Agency Agile, the problem often arises from the lack of proper managerial training: “Despite agencies being dominated by managers, there is a shocking lack of managerial training. What is available mostly comes from process training, with almost no emphasis on how to actually manage people and teams.” As a result, managers, left to their own devices, resort to cultural clichés about how a superior should behave.
Research from Universia Business Review indicates that cultural values also play a role in how authority is perceived. In Latin American culture, for example, acceptance of authority leads to behaviors aimed at avoiding conflicts and confrontation with superiors. This pattern may appear in different forms in many organizational cultures around the world.
Consequences of Confusing Authority with Respect
Studies presented in Harvard Business Review show that employees in organizations with a high level of trust report “74% less stress, 106% more energy at work, 50% higher productivity, 13% fewer sick days, 76% greater engagement, 29% greater life satisfaction, and 40% less burnout” compared to employees in organizations with low trust levels. Trust is closely linked to respect – it’s hard to trust someone you don’t respect.
As LinkedIn notes in its article, “When respect is used to enforce hierarchy, it loses its true value and becomes a way to control others.” The consequence is a work environment where employees feel undervalued and voiceless, stifling creativity and engagement.
Research published in SAGE Journals suggests that the respect employees receive influences their beliefs about control and their positive mood, which in turn affects their willingness to express opinions in the organization. When managers confuse authority with respect, they may unknowingly suppress these positive behaviors.
Building True Authority Based on Respect
According to research, true educational authority (which can also be applied in a management context) has four main characteristics:
- It is an influence that triggers and supports development.
- It is indirect action aimed at stimulating activity in others.
- It is temporary influence that seeks its own disappearance.
- It involves recognition and is based on an act of recognizing value.
In contrast, manipulative influence constantly reaffirms the original asymmetry to perpetuate itself, while educational influence seeks to create a partnership relationship.
As Growth Source Coaching suggests, effective leadership requires communicating a vision, not just giving orders: “While authority is granted, leadership must be earned! If you constantly have to ask someone to do tasks or feel that you need to justify every order you give to a subordinate, you haven’t earned the leadership position in their eyes.”
Practical Examples and Real-World Consequences
Imagine a scenario from the Harvard Business Review article, where the CEO shows strategic slides, assuming everyone has seen them, even though no one has. Nevertheless, none of the other directors speak up to correct this. This example illustrates the danger of submitting to authority, which can lead to blocking communication and making poor decisions.
Another example provided by MIT Sloan Management Review relates to “managerial ventriloquism,” when a manager, instead of expressing their own opinion, constantly refers to higher-ups: “The CEO wants this by the end of the day” or “The board needs immediate answers.” Over time, such behavior creates a culture where no one takes responsibility for decisions.
From practical experience, we also know that managers who confuse formal authority with respect often resort to micromanagement, excessive control, and limiting employee autonomy. An example could be a project manager who requires approval for every email sent by the team or a director who insists on attending all meetings, even when unnecessary. These behaviors stem from the mistaken belief that demonstrating power builds respect, while in reality, they often achieve the opposite effect.
Case studies from tech companies also show that teams led by managers who focus on building respect rather than enforcing authority achieve better results and have lower employee turnover. For example, a manager who regularly asks for team feedback, admits mistakes, and supports the professional development of their subordinates builds a stronger team than one who emphasizes their hierarchical position and demands unquestioning obedience.
How to Break the Vicious Circle?
Research suggests several strategies for managers who want to build true respect:
- Build trust by creating a safe environment where people feel comfortable expressing themselves and taking risks.
- Give clear and simple instructions. Akerlof’s research showed that giving simple commands is crucial for maintaining authority. The more complex the command, the more likely employees are to interpret it for their own benefit.
- Avoid “managerial ventriloquism” and take responsibility for your decisions and communications. Small changes in word choice allow managers to show that they have autonomy and deserve it.
- Recognize the difference between management and leadership. As Professor John Kotter from Harvard Business School argues, management is about responding to complexity, while leadership is about creating and responding to change.
Summary
Confusing authority with respect is a common problem among managers, which can have serious consequences for organizations. As shown by studies from various international sources, true respect does not stem from hierarchical position, but from building relationships based on trust, competence, and mutual recognition of value.
Managers who understand this difference and work on building true respect, rather than relying solely on formal authority, create more effective, engaged, and innovative teams. In a world that is becoming increasingly complex and uncertain, this skill becomes a key success factor for business leaders.
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