It seems like no matter where you look, workplace misconduct is everywhere. With a growing number of sexual harassment and bullying allegations against high-profile figures, we are forced to confront the chilling extent of the abuse of power in the workplace.
But often, we don’t see the day-to-day dangers of power. Research in psychology over the past two decades reveals that power—defined as having control over resources and decisions—doesn’t necessarily make us anti-social. Rather, it often makes us less attentive to the needs and perspectives of others.
To put it simply, what this means is that while those in power don’t actively disregard others. They’re simply inattentive to them. Studies show that high-power individuals tend to exhibit less empathetic concern and are less likely to engage in spontaneous perspective taking. At the same time, they’re often so focused on their own goals that they stop listening to others. They also become more assertive about their demands and interrupt others a lot more.
According to two leading experts on power—Joe Magee of NYU and Pamela K. Smith of the University of California, San Diego— power can create a sense of social distance between the haves and have-nots.
How power creates distance
Powerful individuals often feel a subjective distance from—and even dissimilarity to—those with less power. Power seems to make managers feel psychologically removed from their teams, which can inhibit communication and understanding. Ironically, this dynamic suggests that individuals who wield power within organizations are more likely to overlook behaviors that are conducive to being good leaders and managers.
Many of us have witnessed (and worked under) managers who are disconnected from their teams. This is the absent manager, whose focus on broad strategy leaves employees feeling adrift. It’s the micromanager, whose excessive scrutiny gives the impression of a lack of trust. It’s also the overly familiar manager, whose awkward attempts to forge kinship bonds with their employees makes them look out of touch.
The impact of distance on an organization
This subjective distancing has a profound impact on organizational effectiveness. Feeling isolated from one’s employer poses a significant barrier to employee engagement. Not only is this a key factor that buffers against stress and poor mental health, there’s a strong correlation with firm performance and retention. Managers and executives should be mindful of the perceived distance between themselves and their teams and take steps to prevent ‘distance creep.’ This is where employees, feeling increasingly isolated, gradually—and often unknowingly—detach from their work.